Anne Thomas Manes S O A Report Card

This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com

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SOA REPORT CARD
SOA SYMPOSIUM
7 OCTOBER 2008

Anne Thomas Manes
VP & Research Director
Burton Group
amanes@burtongroup.com

2
All Contents © 2008 Burton Group. All rights reserved.

SOA Promises

Align ICT and
Increase agility
business

Reduce costs
Gain
competitive
advantage

3

SOA Realities
I thought SOA
No one wants to
would solve our
build services
interop problems

Our services
aren’t being Systems are
reused more fragile

Costs are
higher

Our Research Process

5

SOA Report Card
Thesis
• Deep investigation into the status of SOA initiatives
• Goal: Identify patterns and commonalities
• Found: A very sorry situation
• Most SOA initiatives stall within 18 months:
• “If we build it they will come” methodology
doesn’t work
• The business won’t engage
• Strong resistance to change
• Success stories are inspiring
• Deliver significant value to the business

6

SOA Report Card
Agenda
• Report Card score
• Report Card findings
• Success killers
• Success factors

7

8

SOA Report Card

REPORT CARD SCORE


SOA Report Card Score
Needs improvement
• 50% Failure Rate
• 4 success stories
• 3 moving in the right direction
• 6 stalled
D
• 1 not yet stalled, but imminent
• Most companies have deployed >1 successful projects
• Successful projects do not indicate a successful initiative
• Initiatives frequently progress more slowly than anticipated
• Biggest challenge is adoption

9

SOA Report Card

REPORT CARD FINDINGS

10


SOA Report Card Findings Technolog
y
Technology
• Infrastructure
• Many organizations start by deploying an “ESB”
(Infrastructure)
• Purpose: monitoring, SLA mgmt, security, runtime
governance
• Specific tools for service enablement (e.g., ESB)
considered out‐of‐scope for the core infrastructure
• Middleware
• Typically SOAP (governed)
• Sometimes MQ and/or POX (not governed)
• REST still clearly viewed in the “innovators” stage

12

SOA Report Card Findings People
People
• Leadership
• SOA initiatives are typically led by EA or special x‐dept team
• Projects are typically led by an app dev group (funded by BU)
• SOA initiatives led by app dev are often challenged
• Sponsorship
• Requires CxO‐level sponsorship or higher (e.g., Board of
Directors)
• Adoption
• Adoption challenges in both IT and business
• Collaboration, engagement, and participation
• Makes or breaks the initiative
• IT/business disconnect must be overcome

13

SOA Report Card Findings Process
Process
• Plans and goals
• DANGER ZONE: Roadmaps often lacking specificity
• Successful initiatives begin with positive attitude
– “We can help the business” – focus on fixing what hurts
• Investment and value
• SOA doesn’t have to be expensive (although most initiatives are)
• DANGER ZONE: Big challenges measuring ROI
• Governance
• Governance program requires cultural support
• DANGER ZONE: Breakdowns:
– Many organizations still debating meaning and scope of
governance
– Challenges getting projects to use runtime governance systems
– Many push robust security protections until “later” (external
services)
14

SOA Report Card Findings Process
Process
• Education
• Many sources: PoCs and pilots, research and advisory,
conferences, books and articles, blogosphere, new hires
and consultants
• Service modeling
• DANGER ZONE: Well‐defined service models are rare
– Few common business vocabularies and data models
– Inadequate descriptions
– Limited set of best practices defined
• Requirements management is a major source of concern
• Business process modeling
• Many organizations correlate SOA with Business Process,
although exact relationship is still TBD

15

SOA Report Card Findings Results
Results = portfolio
• Most organizations have deployed successful projects
• DANGER ZONE: missing service ownership models
• Many organizations have big plans for 2008
• e.g., Plan to roll out >25 additional service, deploy external
services
• DANGER ZONE: Business often has not yet signed on to the plan
• Common successful project entry points
• Infrastructure services (typically without business input)
• Data services (especially reference and mainframe data)
• Integration (often used for only one project—leads to JABOWS)
• SOA initiatives often focus on one of two areas:
• Data
• Business process

16

17

SOA Report Card

SUCCESS KILLERS


18


19

Proposed Business guy
solution
Technology
guys


Isolated projects decrease agility 20


Success Killers
Non-collaborative
culture impedes
adoption

Lack of incentive

Missing
complementary
initiatives


Success Killers 22

Missing the big
picture

Lack of attention to
adoption drivers
(business)


Success Killers 23

Lack of IT maturity

Lack of
understanding of
SOA principles and
terms


Success Killers
Dysfunction
• Disabling behaviors:
• Poor planning/communication
• Blame and lack of trust
• No appreciation for risk
• Technology focus
• No cultural support for governance
• Multiple problem areas:
• Funding‐based disincentives
• People‐relationship disincentives
• Project‐centric mindset
• “I’m special”
• “If we build it, they will come”
• Ivory tower syndrome
24

25

Missing ownership and responsibility


SOA Report Card

SUCCESS FACTORS


Success Factors
Success stories are inspiring
• Real benefits
• Increased flexibility and agility
• Reduced costs
• Improved time to market/value
A
• Rapid results
• Benefits appear within 12 months
• Initiatives focus on business value
• Addressing pressing business issues
• Initiatives invariably part of larger transformation
effort
• Reorganization
• Significant investment in social capital
• Adoption of agile/iterative methodologies
27

Success Factors
Critical success factors
• Trust relationship between IT and business
• Strong leadership
• Getting people on the same page (coordinated
effort)
• Frequent and regular deliverables
• Tying activities/deliverables to business goals and
value

28

Success Factors
Build a strong team
• Develop a sphere of influence
• High‐powered influencer is required to drive
adoption
• SOA champion must understand business challenges
and goals to articulate a business case that will
appeal
• Trust is key to adoption
• Personal relationships and deep project interaction
build trust

29

Success Factors
Think big, and in context
tech to biz stack 2.jpg

30

Success Factors
Think big, and in context

Business Strategies

Business
Prescribe Supports
Operational Model

Formalizes
Influences
Enterprise Architecture

Technology
Guides Realizes
IT Infrastructure

31

Success Factors
Take small steps
• Choose entry points wisely
• Try to piggyback SOA projects on key business initiatives
• Deliver value frequently
• Partner with a business unit

32

Success Factors
Develop an appealing business case
• Cost cutting is important, but not exciting
• SOA demands that BUs relinquish self‐determination
• You must answer: “What’s in it for me?”
• More appealing arguments:
• Faster time‐to‐market
• Improved business efficiency or effectiveness
• Better quality data

33

Success Factors
Funding models that work
• Services managed by traditional service provider
groups
• Centralized discretionary funding model that
enables IT to fund infrastructure, internal
improvement, etc.
• Transfer responsibility for services to a shared
services management group
• Fair distribution of responsibility for shared services

34

SOA Report Card
Conclusion
• SOA initiative can be successful
• Increased agility / faster time‐to‐value
• Reduced costs
• Improved efficiency and/or effectiveness
• Simplification of architecture
• Easier access to better quality data
• Cultural shift is a prerequisite for success
• IT and business must collaborate, develop trust
• Goal must be to work together to improve the
business

35

Related Burton Group Research 36

• Building the Business Case for SOA Investment
• Addressing SOA Fatigue
• Service-Oriented Architecture: Developing the Enterprise
Roadmap
• Enterprise Architects: Sowing the Seeds of SOA Success
• VantagePoint 2008–2009: Think Big; Take Small Steps
• Identifying and Enabling Business Capabilities
• Enterprise Architecture is More than Engineering
• Establishing and Maintaining Enterprise Architecture
Momentum
• The Anatomy of Effective Enterprise Architecture


Anne Thomas Manes S O A Report Card

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