参考文稿案例1

1、SOA Adoption Strategy DevelopmentVersion 2011.2TopicsTechnology Adoption PhasesPlanning Areas and TopicsRoadmap ScopeStrategy PatternsPhases enable us to:Control or manage riskManage investment “just-in-time” capability developmentControl expectationsAlign capability dependenciesCoordinate and manag

2、e work of disparate groupsPhases / Capability Maturity LevelsEarly LearningInitial SOA/BPM activityGain experience with technologyPilot projectsProof of ConceptsIntegratedShared services integrate silos, rationalize EAI contractsSome cross silo process activityReduced complexity and cost, increased

3、adaptabilityBusiness process orientedProject level implementationFirst evidence of service reuseMostly internal usageEnterpriseEnterprise level shared servicesEnterprise cross-silo crown jewel processesAdaptability and consistency of information & processesCommon services used across enterpriseServi

4、ces implemented as an integral part of business productsSupported by guarantees & standards based measurement & monitoring systemsEnabled by a wider selection of available services (internal and external)EcosystemCommon ecosystem / industry services and conceptsElimination of organizational boundari

5、es & enablement of broader economic activityServices are ubiquitousFederated services collaborate and create complex productsServices provided from potentially many providersMany business services may have e pervasive standardsAppliedProject Based activityLimited business adaptability benefitsOften

6、infrastructure and integration focusedDepartmental process activityMostly internal or low-risk external servicesProject focusFocused on better application integrationBusiness goals drive target levelDifferent parts of your organization may be at different levels of maturityAdapted from: Everware-CBD

7、IIncreasing ROIBasic Phase ModelPhasePrimary esKey StrategiesEarly LearningBase skills in core groupProof of conceptPrototype services and automation units onlyReference implementationExperimentationInitial CoEBenchmarking and learning from many sourcesProof of concept projectsVendor evaluations, de

8、monstrations and trialsAppliedBetter structured projectsTechnical SOA/BPM competency for narrow domainProject focused SOA/BPMProject ESBLead projects learn and share experienceMinimum enterprise level reference architectureIntegrationReduced integration effortReuse of key servicesNo further growth i

9、n point to point integrationSOA/BPM technical competency expands to support broader usage patternsCentralization of architectural control and governance over all integration activityServices by opportunityData model led service architectureLargely IT led activityEvolve reference architecture on basi

10、s of experienceEnterpriseShared servicesConsistent business information and processesBusiness involvementJoint business and IT programsBusiness model led service architectureWrap existing systems and expose portfolioEcosystemShared business processesConsistent shared information(Vertical) Industry s

11、tandard servicesShared infrastructure protocols, gateways, management environmentCollaboration architectureAdapted from: Everware-CBDIAlternate Phase StructurePhaseRequirementsCandidate Phase StructureEnterprise Adoption (Basic pattern)Establish technical capabilities and competence, prove justifica

12、tion, progressively engage business in planning and governanceEarly LearningAppliedIntegrationEnterpriseEcosystemGovernment AdoptionEstablish appropriate level of standardization and sharing of technical capabilities across public agencies. Note individual agency or department would use a standard e

13、nterprise approachCommunity of InterestCommon standardsJoined up governmentM&AIntegrate SOA into M&A plan to both facilitate business integration and establish effective new business model based on service principlesDue DiligenceFirst 100 DaysIntegrationMajor ProgramSOA capabilities required specifi

14、cally for major programReference FrameworkNarrow PathProgramAdapted from: Everware-CBDITechnology Adoption Planning AreasThese areas facilitate understanding, communication,measurement & management of the technology adoption.Programs & ProjectsCapability to execute classes of projects and or program

15、sOrganizationRoles and responsibilities to create, operate, manage and govern in a service andprocess oriented environmentProcess & FrameworkThe architectural framework and repeatable process to enable and coordinate service and solution delivery and executionLife Cycle InfrastructureInfrastructure

16、to enable planning, designing, and implementing services and solutionsArchitectureTotal architecture and design that addresses services, processes, and data. ManagementManagement, adoption planning, vision, strategy, funding, charging,and measurement & monitoringOperational InfrastructureInfrastruct

17、ure to enable operation, monitoring, and management of services and solutionsBusiness DesignBusiness models and business transformation plans that shape a service and process oriented business and integrate and drive requirements for architectureAdapted from: Everware-CBDIEach Planning Area has a nu

18、mber of key TopicsRequired level of sophistication varies by your target scope/phase.Programs & ProjectsOrganizationProcess & FrameworkLife Cycle InfrastructureArchitectureManagementOperational InfrastructureBusiness DesignVision, Strategy, Business CaseShared Service Mgmt & OperationsMeasurement &

19、MetricsSOA/BPM Adoption RoadmapFundingCommunicationsTotal/Enterprise ArchitectureAlignment with Business Process ArchitectureData ArchitectureService Architecture & Portfolio PlanningBusiness Policy MgmtLegacy Portfolio PlanSecurity ArchitectureService and Solution PlatformInfrastructure ComponentsS

20、ervice and Process ManagementSecurity InfrastructureService Asset ManagementAssembly EnvironmentUsage ManagementPolicy ManagementSOA Conceptual FrameworkReference ArchitectureReference Lifecycle ProcessService related artifactsSolution related artifactsService Lifecycle GovernanceChange managementSe

21、rvice CertificationDomain ModelingBusiness Process ImprovementBusiness Service Identification& SpecificationBusiness Process ModelsBusiness Process DesignReward/Recognition SchemesService OwnershipProcess OwnershipPolicy OwnershipCross-OrganizationCoordinationRolesOrganizational StructuresGovernance

22、Project ProfilesProject CharteringDelivery CoordinationDelivery Measurement & MetricsProject/ProgramManagementAdapted from: Everware-CBDICustomizing Adoption Roadmap Planning AreasPatternRequirementsCandidate Phase StructureEnterprise Adoption (basic pattern)Facilitate cross organization collaborati

23、on on capability development and deliveryManagementBusiness DesignArchitectureOperational InfrastructureLife Cycle InfrastructureFramework & ProcessOrganizationProjects & ProgramsOff-shoring or Outsourcing or ProcurementManage 3rd party relationshipsPlanning areas should reflect major divisions and

24、boundaries of major areas of responsibilitiesContracts between the parties will be defined in the Frameworks & Process Planning areaM&AStreams will need to be aligned with M&A integration planThe two companies adoption plans will need to be initially managed separately and then potentially converged

25、 to some extentManagement and Organization are likely to e part of the M&A integration management planParallel Planning areas will be necessary for some period of timeEach Planning Area pair may converge at a different pointFederated OrganizationMajor units of an enterprise share selected elements o

26、f the SOA Roadmap. For example government departments, highly independent lines of business within the same business entityShared Planning Areas with significant level of overlap are likely to be:Framework & ProcessOperational and Life Cycle InfrastructurePossible fragments of ArchitectureAdapted fr

27、om: Everware-CBDIRoadmap Scoping StrategiesScopeRequirementsCandidate Scoping StrategiesProgram or ProjectAssess project and/or program objectives against current organizational capabilities and establish riskIdentify key capabilities that need to be in place to ensure attainment of project or progr

28、am objectivesDevelop narrow path adoption plan relevant to Early Learning and possibly Applied PhasesCollaborate with peer projectsLeading edge business unitA major division may have the requirement to accelerate the SOA transformation on a different, faster timescale than other business divisionsOp

29、portunity for other business units to reuse; avoid reinventing the wheelNeed to create Collaboration Plan, that defines 1) areas of standardization and commonality b) requirement for coordinationIndependent business division (commercial)Single agency of sector (public sector)A major business divisio

30、n may be operated in a highly independent manner and have little functional overlap with other business divisionsIndependence is a defined business strategy chosen to optimize time to market and/or inter-divisional competitionManage relationships as for ecosystemShare on a collaborative basis where

31、it makes sense:a) to facilitate process and information interoperationb) to share/optimize costsEcosystem (commercial)Whole governmentA supply chain, partnership, information network or similar need to establish some level of standardization in order to facilitate wide area business processes and in

32、formation sharingShare on a collaborative basis where it makes sense:a) To facilitate process and information interoperationb) To share/optimize costsAdapted from: Everware-CBDIAdoption StrategiesThere are a number of common adoption strategy patternsEach pattern is distinct, with clear triggers and

33、 characteristics, however there will clearly be some considerable overlap in activitiesThe patterns have relevance for particular phases, and therefore will be superseded by other patternsAdapted from: Everware-CBDISummary of Common Adoption Strategy PatternsPatternPhase ApplicabilityCharacteristics

34、TriggersExploit TacticalEarly Learning, Applied, IntegrationSOA/BPM by opportunityUtility layerSelected Core Business ServicesNo compelling business case for SOA/BPM transformationDominant Projects and ProgramsCentral IntegrationIntegrationCentralized responsibility for integration architectureDrive

35、n by momentum prioritiesCanonical data model drives rationalizationProject to project integration eliminatedNo overall case for SOA/BPM transformationOngoing proliferation of integration is major issue service anarchyCore Business ServicesIntegration, EnterpriseFocus on Core Business ServicesService

36、 Portfolio PlanWrap existing applicationsEstablish Service Platform or Acquire/upgrade Service Oriented Business Application (SOBA)High level of duplication of application and business process portfolioNeed for process and information consistencyMulti-channel opportunity and problemOpportunity to ra

37、tionalize existing portfolioBusiness ScenarioApplied, IntegrationOpportunity to deliver improved solution for business process improvement projectReuse within project/programBusiness improvement requirementNo compelling business case for SOA/BPM transformationNarrow PathEarly Learning, AppliedCreate

38、 reference implementationConstrain broader SOA/BPM activityDefined area of immediate business benefitNo broader business case for SOABPM transformationRisk averse businessBusiness DomainEnterpriseBusiness Units or Process Owners develop Domain Service PortfolioCombined business and IT transformation

39、Compelling business case in one area of enterpriseMay include provision of services outside the enterpriseAdapted from: Everware-CBDICommon SOA/BPM Adoption Strategy PatternsExploit Tactical (Reactive SOA/BPM)Establish minimum arch & process to guide momentum projectsImplement minimum necessary gove

40、rnance to ensure it is appliedCentral Integration (Stop Proliferation)Exert (at least) architectural control & governance over all integration activity.Core Business Services (Wrap and Replace)Establish wrapper layer as Core Business Services that act as faade to existing apps and allow rationalizat

41、ion and potential replacement.Business Scenarios (Business Services)Deliver process and capability services to support business improvement and integrate into existing application portfolio on tactical basisNarrow Path (Exemplar)Constrain and focus structured SOA approach to a defined area of the bu

42、siness that will provide proof of concept and at the same time deliver measurable business valueService Domains (Service Oriented Business)Create SPP for domain & negotiate service specs with other domainsAdapted from: Everware-CBDIExploit Tactical (Reactive SOA/BPM)PatternExploit Tactical (Reactive

43、 SOA)ObjectiveReduce or mitigate service anarchy, exploit momentum projects but exert minimum structure and governanceProblemA wide range of technical and business opportunity areas where service architecture can implement patterns that deliver benefits. Examples include converged service to address

44、 data quality issues; wrapper services integrating disparate applications to provide users with common perspective . . .SolutionEstablish minimum arch & process to guide momentum projectsImplement minimum necessary governance to ensure it is appliedPhase ApplicabilityAppliedAdoption Planning Area Im

45、pacts and ManagementManagementFunding, charging and project planning and chartering remains unchanged. Risk to long term goals, possibility of sub-optimal es. However opportunity to demonstrate early stage SOA benefits with right encouragement.Business DesignMinimal. Focus will be primarily IT searc

46、hing out opportunities, which of course should have business value.Service ArchitectureBy project. mend Service Architecture developed and subject to governance with a strong emphasis on avoiding duplication and encouraging reuse at all levels, not just services.Operational InfrastructureBasic ESB r

47、equired. Potentially also security, management and orchestration.Life Cycle InfrastructureBasic registry essential to control service assets and usage.Framework & ProcessMinimum necessary reference framework and process to ensure common vocabulary, key deliverables and governance.Knowledge managemen

48、t environment useful to allow experience sharing.OrganizationSmall scale CoE important to provide guidance and undertake limited coordination.Governance board required to manage compliance and also surface opportunities and find investment funding where project extensions are relevant to wider audie

49、nce.Projects & ProgramsAll project and program types are relevant.Adapted from: Everware-CBDICentral Integration (Stop Proliferation)PatternCentral Integration (Stop Proliferation)ObjectiveStop proliferation of point to point integration; establish common services as a response to project demand.Pro

50、blemIndividual projects make point to point integration agreements with other projects. Result service anarchy.SolutionExert (at least) architectural control & governance over all integration activity.Phase ApplicabilityApplied, IntegrationAdoption Planning Area Impacts and ManagementManagementFundi

51、ng of central integration architecture and any overhead to utilize common Core Business Services.Business DesignCanonical data model required to optimize integrationService ArchitectureData centric architecture identifies Core Business Services. Emergent Service Portfolio PlanOperational Infrastruct

52、ureESB requiredLife Cycle InfrastructureRegistry, metadata repository requiredFramework & ProcessDefined service specification and integration governance process.OrganizationCentral responsibility for integration architecture. Governance board for integration intervention.Projects & ProgramsRequirem

53、ent for compliance with central integration policy.Adapted from: Everware-CBDICore Business Services (Wrap and Replace)PatternCore Business Services (Wrap and Replace)ObjectiveEstablish single image, consistent service layerProblemWidespread duplication, inconsistency, inflexibility and maintenance

54、overhead in existing application portfolio. Multi-channel opportunity and problemSolutionEstablish wrapper layer as Core Business Services that act as faade to existing apps and allow rationalization and potential replacement.Phase ApplicabilityIntegration and EnterpriseAdoption Planning Area Impact

55、s and ManagementManagementTop down strategy to resolve major difficulties in current portfolio (duplication, tight coupling, extended release cycle time). Rationalization driven. Investment funding required.Business DesignCanonical Business Concept and Type Models. Triage between Core and Context me

56、nded.Service ArchitectureService Portfolio Plan for Core Business Services, Utility and Underlying.Operational InfrastructureFull ESB, policy and management stack required to run mission critical business services.Life Cycle InfrastructureFull spec registry, plus integrated modeling toolsFramework &

57、 ProcessComprehensive reference framework required to manage high levels of interdependencyOrganizationCore Business Service platform development team. Full governance board.Projects & ProgramsAssembly projects using comprehensive set of Core Business Services, achieving high level of reuse and redu

58、ced cycle time.Adapted from: Everware-CBDIBusiness Scenarios (Business Services)PatternBusiness Scenarios (Business Services)ObjectiveSupport immediate business priorities using SOA conceptsProblemNo compelling case for strategic SOA initiative. High priority to provide business projects and program

59、s immediate supportSolutionDeliver process and capability services to support business improvement and integrate into existing application portfolio on tactical basisPhase ApplicabilityEarly Learning, AppliedAdoption Planning Area Impacts and ManagementManagementBusiness issue driven; Avoids SOA spe

60、cific investmentBusiness DesignBusiness improvement modeling, business process and capability modelsService ArchitectureProcess and Capability Services.Operational InfrastructureESB plus orchestration and management layersLife Cycle InfrastructureRegistry plus modeling toolsFramework & ProcessDefine