Manas Deb Maturity Models And Roadmap Planing

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 Maturity Model and Roadmap Planning –
Business and Technology Imperatives
Manas K. Deb, Ph.D., MBA, Sr. Director, FMW/SOA Suite
Bob Hensle, Director, Enterprise Architecture Program

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Yesterday’s Enablers – Today’s Bottlenecks
Example: P2P EAI in most large organizations

A sample P2P application integration traces in a global logistics company (partial)

© 2008 Oracle Corporation – Proprietary and Confidential Intl. SOA Symposium, Amsterdam, 6-7 October 2008

One Of The Reasons for Our Dialogue
Business Process Implementation/Customization


2

Does SOA Intrigue Executives?

“…What’s primarily responsible is service-
oriented architecture, a relatively new way of
designing and deploying the software that
supports a business activity….”


CIO Agenda and SOA+BPM
Making the enterprise unique in its mission and strategy

From Technology Provider to Solution Partner

83% of CIOs predict significant change over next 3 years
Source: Gartner Group, Making the Difference: The 2008 CIo Agenda, Jan 2008


3

TOP IT-Investment Priorities 2008
New(er) problems? New(er) solutions?
• BPI (for higher agility and efficiency)
• New customer acquisition / Customer retention
• New products & services creation
• (At low cost and effort, of course…)
New(er) paradigm?

• Embrace service orientation? Will this help?
• Leverage BPM on top of SOA? How?
• What will SOA adoption mean? Will it be successful?
Source :Gartner (Panel: 1400 Corporations Worldwide)


SOA Adoption – A Recent Survey

Use of SOA

30%
Within 1 year,
83% of
25% respondents will
be using SOA
20%

15%

10%

5%

0%
Yrs >3 1- 3 <1 <1 1-3 No plan
Implementing Planning to Implement

Top Reasons for SOA Use Top 3 Impediments to SOA Use
• ~60% to integrate packaged apps, 1. Lack of organizational readiness
with packaged ERP on top of the list 2. Lack of in-depth business case
• ~40% to integrate & build custom apps 3. Lack of enabling technology


4

Presentation Agenda


• Exploring Business Agility
• SOA Expectations and Realty
• SOA Success – A Methodology-Based Approach
• Concluding Remarks


Business Agility – A Working Definition
• Ability to handle “change” forces “quickly” and “effectively”
• Boosts innovation and operational efficiency (competitiveness)
• Anticipated and unanticipated (external/internal) change
• Efficacy includes accuracy and resource constraints

1
Agility a Amount-of-change X
Elapsed-time Constraints

• Constraints include:
• Money, people, skills, technologies, regulations, industry trends
• “Routine” performance improvements:
• Are not good indicators of true business agility
• Do not boost sustained competitive advantage


5

Business Agility Enablers
High-level characteristics
• Agility - A “planned (structured) ability” so as to handle
change “without a lot of planning”
• Agility requires systematic support of:
• Organizational discipline
• Goals, strategies, culture, behavior, learning, governance
• Small business-IT gap
• Technology infrastructure
• Software tools and standards, functional apps, hardware
• Compositional architecture
• Business arch, enterprise arch, IT application arch
• Business arch to include elements of the extended enterprise
• “How” an agile response is provided is often more
important than “what” response is generated


Business Agility Development
Pre- & Post Conditions
• Business agility is part of overall organizational flexibility
• Pre-conditions:
• Sensing mechanisms with fast decision making culture
• Clear communication channels
• Post-conditions:
• Fast organizational learning
• Learning-leveraged changes
• Flexible IT is essential to (modern) business agility
Anticipation Agility

Adaptability

IT Flexibility Framework (Ref. Karen Patten et al., 2005)


6

Presentation Agenda




“SOA” – A Quick Recap
Core Strategies, Key Benefits, and Major Challenges
Provides:
• Smaller Business-IT Gap
• Common semantics using “services”
• Smaller project cycles – more sync opportunities
• Higher Business Agility/IT Flexibility at Lower Cost
• Mostly “assemble” - Re-use of services
• “Loosely-coupled” – lower consumer-provider dependency
• Clearer software/app building process (lower skill-set requirement)
• Better Operational Control
• Higher scalability and availability, “On-demand” services
• Better management and visibility, better SLAs
Demands:
• Higher level of strategy, planning and discipline
• Shared technology and practice frameworks
• Not only ROI considerations but also ROA
• Higher organizational commitments for larger initiatives
• A “mind-set/behavior change” for higher level of adoption


7

Common Barriers to SOA Success
Sample SOA Challenges
• Lack of tools and infrastructure • Maturity of Web Services Standards
• Standards proliferation • Service Sprawl
• Standards Compliance • Registry Sprawl
• Business/IT Relationship • SOA Portfolio Management
• Multiple Silo-ed SOA’s • “Right-Click Architecture”
• Lack of Best Practices • Culture Change
• Organization Friction • Change Management
• Confusing priorities • Lack of appropriate operational
processes
• Enterprise vs LOB Decisions
• Lack of skills and experience
• Lack of SOA Roadmap • Hype versus Reality
• Funding • Track & Communicate Progress
• Charge-Back Models • Policy Enforcement (Automated,
• Lack of appropriate service Manual)
engineering approach • …


SOA Adoption and Org Characteristics
SOA Chasms

* Figure adapted from Steve Bennett’s Blog, 25 Aug 2007


8

Presentation Agenda


• Fundamental Considerations


Focus Areas Critical to SOA Success
Comprehensive Approach

Corporate Competency
development/evolution Organization

Enterprise Service Consistent approach
Planning Process & to service engineering
Infrastructure Roadmap to guide you and management

Software/Hardware Methodology/Practices


9

SOA Methodology – Engagement Scopes
Creating Focus and Setting Accountability

SOA Centre of Excellence
Governance

* Enterprise Scope here refers to the scope of SOA initiative in the enterprise

Presentation Agenda


• Planning Strategies (Selected Highlights)


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SOA Strategy & Planning - Basics
Building Up To A Vision, Step-by-step
• Plan Strategically
• Reference Architecture
• Organization and Governance
• Service Engineering & SIMM
• Enterprise Modeling
• Act Tactically
• Take a pragmatic approach
• Address only the immediate
concerns in each iteration
Follow Roadmap
• Four step process
• Understand current state Current Future Execution
• Define future vision State Vision
12 mos
• Identify gaps 6 mos
3 mos
Plan Roadmap
• Develop roadmap
“Leverages Oracle’s SOA Maturity Model”


SOA CAPABILITY MATURITY LEVELS
Higher the Level – Better the Capabilities
STRATEGIC GOALS TACTICAL PLANS
Able to support business initiatives Refine and improve standards and
in a timely and cost-effective manner. processes
OPTIMIZED Exploit new business opportunities

Processes and procedures
- 5 - enabled by SOA
Establish key performance indicators
quantitatively managed to drive and manage to those metrics
business value. MANAGED Leverage BAM to improve business

- 4 -
processes.

SOA concepts consistently applied Standardize approach and products
facilitating sharing and reuse Drive widespread adoption
SYSTEMATIC Establish governance

Focused on simple quick win
- 3 - Apply SOA to simple integrations
projects to demonstrate value Select business-driven projects
OPPORTUNISTIC amenable to SOA (e.g. simple portals)

- 2 -
Build confidence with business owners

Experimenting with and learning Get experience building, deploying,
SOA concepts and consuming services
AD HOC

SOA not being pursued
- 1 - Investigate applicability of SOA
NO SOA
- 0 -


11

SOA Maturity Model
Domains & Measurement

Capability Domains Measurement Model
• Eight capability domains – comprehensive coverage
• Domain – A collection of related capabilities
• Model measures maturity and adoption levels


Architecture Domain
Example Capability

Service versioning strategy has been
accepted by all impacted groups and
is seeing widespread adoption.

A service versioning strategy has
been defined and adoption of the
approach is underway


12

SOA Progress Assessment
“As-Is” and “To-Be” states

Vision & Stategy

Governance Architecture

Organization Infrastructure

OA&M Information

Projects, Portfolios & Services

Maturity Adoption

SOA Domain Scorecard SOA Capability Heat Maps

• SOA Domain Scorecard – High-level view of the overall maturity and
adoption for the organization. Highlights domains that are lagging with
respect to the other domains.
• SOA Capability Heat Map – Visualization of the Capabilities that are in
need of improvement


Key SOA Benefits & Imperatives
Establish Guiding Principles for SOA


13

SOA Roadmap Planning – Guided Success
Leverage Maturity Model For Planning Guidance
• Plan and manage holistically
– multiple dimensions, multiple
phases and time periods
• Remedy problem areas –
Use SOA Domain Capability
Heat Maps to identify problem
areas and inhibitors to SOA
adoption SOA Planning Horizon
• Close Gap – Use SOA
Domain detailed strategies for
closing the “as-is” and “to-be”
gap.
• Improve - You can’t improve
what you can’t measure

Maturity Over Time


Sponsorship For SOA Initiatives
Entry Points and Funding Strategies

High Mega
Business-Led Projects/
Projects Infrastructure  B2B
Transformations
 BAM
Business Sponsorship

Business solution SOA money  EAI
 MDM
Process IT-Led  STP
Projects Projects
 Process Portals
Business solution
Self-Service
Redirected money Redirected money
Low
Portals

Low SOA Complexity High


14

SOA Project Identification Analysis
Cost-Benefit-Risk Considerations

Total Risk Distribution pe r Proce ss

Process 5 Process 7
9% 2%
Process 4
14%

Process 3
6% Enterprise
58%
Process 1
11%

Complexity vs Effort vs Benefit Analisys Complexity vs Effort vs Risk Analisys
Admissible Level*
Complexity Complexity P6
10 9 8 7 6 5 4 3 2 1 0 10 9 8 7 6 5 4 3 2 1 0
0.0 0.0 P5
7.5 1.0 8.1 1.0

4.9
2.0
Process 1 8.1
2.0 P4
3.0 Process 1
3.0
Process 2 Process 2
1.5 4.0 9.6 4.0 P3
Effort

Effort
Process 3 Process 3
5.0 5.0
4.7 6.0
Process 4
10.0 6.0
Process 4 P2
Process 5 Process 5
7.7 7.0 8.9 7.0 Benefit
8.0
Process 6
8.0
Process 6 P1 Risk
9.0 9.0
3.5 10.0 9.3 10.0 0.0 0.5 1.0


Oracle SOA Methodology
Develop Implementation Roadmap


15

Presentation Agenda




Concluding Remarks
Methodology-Driven SOA Maturity & Roadmap Planning

• Main goal: Help customers accelerate their SOA adoption
• Use a pragmatic and incremental approach to SOA adoption
• Helps keep SOA adoption closer to business needs
• Must be useful even if most of the SOA work is outsourced
• Build adoption roadmap using a capability maturity model
• Maturity model to have comprehensive scope
• Roadmap milestones to reflect organization’s vision and goals
• Roadmap action items are derived from SOA methodology
• Adaptive methodology used for maturity and roadmap
• SOA methodology used works with most existing s/w practices
• Modular knowledge components – facilitates easy customization


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