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Soa Maturity is the Key
- 1. SOA in the Enterprise Maturity is Key Jim Phelps Sr. I.T. Architect UW-Madison 1 Copyright Jim Phelps, 2009. This work is the intellectual property of the author. Permission is granted for this material to be shared for non-commercial, educational purposes, provided that this copyright statement appears on the reproduced materials and notice is given that the copying is by permission of the author. To disseminate otherwise or to republish requires written permission from the author.
- 2. 1,0,2,3,4... 2
- 3. ? 3
- 4. SOA Migration Strategy The Year(s) Ahead Jim Phelps Sr I.T. Architect, DoIT, UW-Madison June 6, 2005
- 5. Willing Partners Joanne Berg Vice Provost for Enrollment Management and Registrar Karen Hanson Associate Registrar 5
- 6. EA Maturity 6
- 7. Culture Shift 7
- 8. Course Guide 8
- 9. Organizational Maturity 9
- 10. Culture Shift EA Maturity Course Guide Org. Maturity 10
- 11. EA Maturity 11
- 12. 1. Enterprise Architecture Maturity 12
- 13. 13
- 14. Four Operational Models 14
- 15. Shared Data Common Business Process 15
- 16. Unified Shared Data Common Business Process 16
- 17. Coordinated Shared Data Common Business Process 17
- 18. Shared Data Replicated Common Business Process 18
- 19. Shared Data Distributed Common Business Process 19
- 20. Decision as to what Shared Data is core Common Business Process 20
- 21. Shared Data Common Business Process 21
- 22. Maturity States: 1.Business Silos 2.Standardized Technology 3.Optimized Core 4... 22
- 23. 4. Business Modularity 23
- 24. Service-oriented architecture (SOA) is a style of application design that focuses on implementing software functionality as shared, reusable services, in which each service represents a relatively autonomous business or technical function. Burton Group: VantagePoint 2005-2006 SOA Reality Check 24
- 25. Culture Shift 25
- 26. e Deans’ Dilemma 26
- 27. 1/2 in 5 years 6 ERPs 27
- 28. Standardized Business Processes 28
- 29. Common Practice 29
- 30. Shared Data Common Business Process 30
- 31. What is core? 31
- 32. e Elevad CIO 32
- 33. ? ? Shared Data ? ? Common Business Process 33
- 34. Shift In Thinking 34
- 35. Maturity States: 1.Business Silos 2.Standardized Technology 3.Optimized Core 4.Business Modularity 35
- 36. 1. Enterprise Architecture Maturity 36
- 37. EA Maturity Culture Shifts 37
- 38. ? 38
- 40. What is the Course Guide - Student’s Viewpoint 40
- 41. What is the Course Guide - 202 Renaissance to Modern Art. I, II, SS; 4 cr (H-E). Representative masters in the historical development of European painting, sculpture, and architecture from the fourteenth century to the present. P: Open to Fr. 41
- 42. What is the Course Guide - Student’s Viewpoint Art History 202 202 Renaissance to Modern Art. I, II, SS; 4 cr (H-E). Representative masters in the historical development of European painting, sculpture, and architecture from the fourteenth century to the present. P: Open to Fr. 42
- 43. What is the Course Guide - Student’s Viewpoint 43
- 44. What is the Course Guide - Art History 202 202 Renaissance to Modern Art. I, II, SS; 4 cr (H-E). Representative masters in the historical development of European painting, sculpture, and architecture from the fourteenth century to the present. P: Open to Fr. 44
- 45. What is the Course Guide - Student’s Viewpoint 45
- 46. What is the Course Guide Art History 202 202 Renaissance to Modern Art. I, II, SS; 4 cr (H-E). Representative masters in the historical development of European painting, sculpture, and architecture from the fourteenth century to the present. P: Open to Fr. Syllabus The College of Letters and Science recognizes that students have a wide range of values, interests, and skills, and that their questions and concerns often change over time. The College offers a number of advising resources through organized advising services and through advisers at the department and program level in order to provide the best undergraduate advising possible. Students are encouraged to seek the help of several different types of academic advisers within the College during their years on campus Text Books The College of Letters and Science recognizes that students have a wide range of values, interests, and skills, and that their questions and concerns often change over time. The College offers a number of advising resources through organized advising services and through advisers at the department and program level in order to provide the best undergraduate advising possible. Students are encouraged to seek the help of several different types of academic advisers within the College during their years on campus 46
- 47. What is the Course Guide - Favorites Lists My Favorites 47
- 48. Course Guide - The Advisor/ Department View Science Courses for Electives for Nurses Good Courses for Non-Scientists Non-Majors 48
- 49. Course Guide - The Advisor/ Department View Art History 202 Remember to take this 322 Teaching Art. (Crosslisted with Curric) I, II; 3 cr. Designed to acquaint elementary education students with the visual arts; establish a rationale for teaching art; develop an elementary art curriculum; understand next Spring Syllabus The College of Letters and Science recognizes that students have a wide range of values, interests, and skills, and that their questions and concerns often change over time. The College offers a number of advising resources through organized advising services and through advisers at the department and program level in order to provide the best undergraduate advising possible. Students are encouraged to seek the help of several different types of academic advisers Text Books f Letters and Science recognizes that students have a wide range of values, interests, and skills, and that their questions and concerns often change over time. The College offers a number of advising resources through organized advising services and through advisers at the department and program level in order to provide the best undergraduate advising possible. Students are encouraged to seek the help of several different types of 49
- 50. Course Guide - The Advisor/ Department View New Course This Fall Art History 332 Art History 202 322 Teaching Art. (Crosslisted with Curric) I, II; 3 Art History 332 Syllab 322 Teaching Art. (Crosslisted with Curric) I, II; 3 cr. Text Books Syllabu s Text Books 50
- 51. What is the Course Guide - Favorites Lists My Favorites 51
- 52. What is the Course Guide - Send to Scheduler 52
- 53. Course Guide at the Center of many things Course Guide 53
- 54. flickr: thomas.merton 54
- 55. Service Oriented Architecture 55
- 56. Course Guide 56
- 57. Sources 57
- 58. CHUB Student Information Web Content Scheduler Library System Management System 58
- 59. CHUB Student Information Web Content Scheduler Library System Management System 59
- 60. CHUB Student Information Web Content Scheduler Library System Management System 60
- 61. CHUB Student Information Web Content Scheduler Library System Management System 61
- 62. Data Layer CHUB Student Information Web Content Scheduler Library System Management System 62
- 63. Enterprise Service Bus CHUB Student Information Web Content Scheduler Library System Management System 63
- 64. User Interface 64
- 65. Enterprise Service Bus CHUB Student Information Web Content Scheduler Library System Management System 65
- 66. My Favorites Portlet Application Engine Orchestration Course Guide CHUB Database Student Information Web Content Scheduler Library System Management System 66
- 67. Application 67
- 68. My Favorites Application Course Guide Database 68
- 69. Orchestrations 69
- 70. My Favorites Portlet Application Engine Orchestration Course Guide Database 70
- 71. My Favorites Portlet Application Engine Orchestration Course Guide CHUB Database Student Information Web Content Scheduler Library System Management System 71
- 72. Matures out of the infrastructure 72
- 73. Enterprise Service Bus CHUB Student Information Web Content Scheduler Library System Management System 73
- 74. My Favorites Portlet Application Engine Orchestration Course Guide CHUB Database Student Information Web Content Scheduler Library System Management System 74
- 75. 0. Technical Maturity 75
- 76. ? 76
- 77. Organizational Maturity 77
- 78. 2. Skills 78
- 79. My Favorites Application Course Guide Database 79
- 80. My Favorites Portlet Application Engine Orchestration Course Guide Database 80
- 81. Orchestration 81
- 82. Business Process Analysis Improvement 82
- 83. BPML BPMN BPEL . . . 83
- 84. My Favorites Application Course Guide Database 84
- 85. Orchestration and Assembly 85
- 86. Business Analysts Business Process Designers 86
- 87. 2. Skills 87
- 88. ? 88
- 89. 3. Funding 89
- 90. Product focused funding 90
- 91. Course Guide Desire2Learn Moodle, etc... CHUB Student Information Web Content Scheduler Library System Management System 91
- 92. CHUB Student Information Web Content Scheduler Library System Management System 92
- 93. Course Guide Desire2Learn Moodle, etc... 93
- 94. 94
- 95. 3. Funding (GAP) 95
- 96. ? 96
- 97. 4. Scope and Trust 97
- 98. Enterprise Service Bus CHUB Student Information Web Content Scheduler Library System Management System 98
- 99. My Favorites Application Course Guide Database 99
- 100. Enterprise Service Bus CHUB Student Information Web Content Scheduler Library System Management System 100
- 101. Story time 101
- 102. CHUB Student Information Web Content Scheduler Library System Management System 102
- 103. CHUB Student Information Web Content Scheduler Library System Management System 103
- 104. 3. Scope and Trust 104
- 105. ? 105
- 106. 5. Organizational Maturity 106
- 107. Me First 107
- 108. Moodle, etc... Course Guide Desire2Learn CHUB Student Information Web Content Scheduler Library System Management System 108
- 109. Moodle, etc... Course Guide Desire2Learn Engage in the Unknown 109
- 110. Me! Now! Me! Now! Me! Now! CHUB Student Information Web Content Schedule System Management System 110
- 111. Design for the Enterprise 111
- 112. Me 112
- 113. Moodle, etc... Course Guide Desire2Learn CHUB Student Information Web Content Scheduler Library System Management System 113
- 114. 5. Organizational Maturity 114
- 115. ? 115
- 116. 6. Governance 116
- 117. CHUB Student Information Web Content Scheduler Library System Management System 117
- 118. Change Management 118
- 119. CHUB Student Information Web Content Scheduler System Management System 119
- 120. ? 120
- 121. 6. Governance (GAP) 121
- 122. Culture Shift EA Maturity Course Guide Org. Maturity 122
- 123. 0. Technical Maturity 123
- 124. 1. EA Maturity 124
- 125. 2. Skills - Business Analysts 125
- 126. 3. Funding-Infrastructure 126
- 127. 4. Scope and Trust 127
- 128. 5. Organizational Maturity 128
- 129. 6. Governance 129
- 130. ? 130
- 131. SOA in the Enterprise Maturity is Key Jim Phelps Sr. I.T. Architect, UW-Madison phelps@doit.wisc.edu twitter: jimphelps http://www.jimphelps.info 131
- 132. What did you think? • Your input is important to us! • Click on “Evaluate This Session” on the Mid-Atlantic Regional program page.
Notes de l'éditeur
- The astute attendee will notice that we go 1,0....
- I want to encourage discussion and questions. We don’t have all the answers. I’m going to give you some observations and lessons learned
- A little history 4 1/2 years ago - Strategic Direction No traction at UW-System or UW-Madison
- I will use our Course Guide and Case Study in our discussions about SOA this morning
- Broad platform for discussion during the rest of the morning
- Enterprise Maturity to understand what are the business objects that should be made into services. And an understanding of the breadth of their use.
- Banks are an example. doesn’t matter which branch you go into, they have your data. You make deposits and withdraws the same way.
- Banks are an example. doesn’t matter which branch you go into, they have your data. You make deposits and withdraws the same way.
- New Car, Used Car, Repair Shop, Financing Department
- McDonanlds - they cook everything in the same way
- Least efficient operating model.
- Bring together leadership of the Enterprise
- Take a few minutes to do a little project using this example.
- 4 levels of enterprise maturity: business silos, standardized technology, optimized core,
- design style - not a technology. not a set of apps that you buy from Software-R-Us
- Leadership agreeing to what it core and how you will operate your enterprise. SOA is an Architecture based on an agreed way of operating.
- Leadership agreeing to what it core and how you will operate your enterprise. SOA is an Architecture based on an agreed way of operating.
- Leadership agreeing to what it core and how you will operate your enterprise. SOA is an Architecture based on an agreed way of operating.
- Take a few minutes to do a little project using this example.
- Leadership agreeing to what it core and how you will operate your enterprise. SOA is an Architecture based on an agreed way of operating.
- Take a few minutes to do a little project using this example.
- Leadership agreeing to what it core and how you will operate your enterprise. SOA is an Architecture based on an agreed way of operating.
- 4 levels of enterprise maturity: business silos, standardized technology, optimized core,
- Enterprise Maturity to understand what are the business objects that should be made into services. And an understanding of the breadth of their use.
- Not just a decision for this app. SOA as strategic direction.
- Departmental Description
- Instructor’s Description. Instructor content and Instruction content.
- Didn’t want to copy all of the data from those other systems into Yet Another Silo Application
- Foundational information
- as our Design Style
- To flesh out that definition, let’s return to the course guide
- Not so much an application as an Orchestrator
- Our first source is the Student information system.
- my job as an architect is to dream of the perfect future and hope someone can implement it...
- Think of the library as representing all those other
- Model, View, Controller
- Is not so much an “application” as it is a set of orchestrations
- Not so much an application as an Orchestrator of Business Processes.
- A set of orchestrations that live in the infrastructure that enable new business processes and services.
- Not something that is built, more something that Matures
- We need these pieces to exist (or these projects to complete)
- You need to have the technical infrastructure in place. This is the easiest part of the Maturity needs to understand.
- Technical Maturity - easiest piece. Having the infrastructure in place so you can deploy the services. EA Maturity - having an agreed upon operating model so you know what services you should deploy
- Technical work of writing Java or C++ is easily re-trained or picked up.
- Orchestration of Business Processes
- Business Process Analysis and Improvement isn’t a forte of the usual app developer. Very different skills than the people who have been building these for the past 20 years.
- This they can do. This is usually in Java or C++ or Ruby on Rails... etc.
- Hired 2 Business Analysts in Middleware. Hired another as part of HRS. Have a group on campus - Admin Process Redesign - that went through Six Sigma Training.
- This infrastructure will also serve our eLearning systems. Reusability.
- This infrastructure will also serve our eLearning systems. Reusability.
- This infrastructure will also serve our eLearning systems. Reusability.
- These are projects on their own. They are all critical dependancies to the Course Guide.
- These people are used to having the whole project under their control.
- Your project relies on many other projects meeting their own goals and your projects goals
- This is the Student Information System. This is its Operational Data Store... Course Guide Project Meeting time spent discussion how they were going to denormalize the table structure.
- A lot of time spent wondering how they were going to set up the “Projects” in the Web Content management system.
- Projects who don’t want to be the first to adopt the new technology. They want to stick with the old way out of comfort. If the infrastructure already exists, and was proven, they would use it.
- Understand who will us these services. Collaborate, comprise. People need to talk to someone about their plans. “Did you know that group X has just agreed to run/use Y and they need Z data?”
- Understand who will us these services. Collaborate, comprise. People need to talk to someone about their plans. “Did you know that group X has just agreed to run/use Y and they need Z data?”
- I need this built like this for ME now. There are five projects all chiming in.
- No longer design it for me - like this - right now.
- All of these players needed to come together to work on a roadmap and enterprise-wide design.
- A level of organizational maturity - thinking about the enterprise as a whole not your department - that isn’t necessarily our strength.
- Who can have access? What is the priority of work? Do you have to go to four groups to get access or one uber group?
- Change a service
- Broad platform for discussion during the rest of the morning