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This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com
Founding Sponsors
Platinum Sponsors
Gold Sponsors Silver Sponsors
Wednesday, October 22, 1
2008
October 7th, 2008
Lessons Learned from Implementing
SOA
Vincenzo Ferrucci
TMNS BV
TMNS l e info@tmns.com l w www.tmns.com
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Until Now… 3
SOA models
Methodologies
Elements of theory
Good and necessary but have been covered
at length
Now you know why and how the apple falls
Just don’t get it on your head!
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From Now On… 3
We will talk about practical experience
NO new SOA models
NO new methodologies
NO new theory
Practical advice to minimize SOA
implementation risks
Unsafe vs. safe SOA
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SOA project 3
A SOA project is any
business-initiated
project supported by a
concrete SOA
architecture
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Why is SOA Risky? 3
A thing of the business
Multiple organizational silos
Formal business processes
Will fail without TIGHT
IT/business
cooperation
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Unsafe SOA 3
Size: Enterprise-wide
Duration: At least 18-24 months
Sponsorship: IT Ex sponsor
Priorities/Schedule: IT Ex initiated,
driven and controlled
Know-how: 90-100% eternal SI
Governance: Imposed, top-down
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Safe SOA 3
Size: At most three silos
Duration: 6-9 months
Sponsorship: Bu Ex sponsor
Priorities/Schedule: Bu Ex initiated
& driven, IT Ex controlled
Know-how: 50% external SI
Governance: Collaborative,
bottom-up
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Project Dimensions 3
Size Duration
Sponsorship Priorities/Schedule
Know-how Governance
How to manage risk along these dimensions?
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Managing Size 3
Problem: Project too large
Divide et impera
Decompose service dimension
Obtain a set of federated projects
If projects spans > 3 silos, split it
SOA portfolio as a laddered bond portfolio
Ladder service dimension gain org experience
Ladder time dimension reuse resources
A set of laddered small projects spanning each no more
than 3 silos
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Managing Duration 3
Problem: Project too long
Decompose time dimension
No subproject lasts more than 6-9 months
Parallelism 1-2, at most 4 subprojects
Beware of dependencies
A set of partially parallel subprojects lasting each no
more than 6-9 months
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Managing 3
Sponsorship&Priority/Schedule
Problem: SOA is not an IT issue, is a
business issue
A SOA project with no clear business
sponsor is doomed to fail
Need Bu Ex Sponsor
Need IT Ex Sponsor
Bu Ex Sponsor initiates and drives, IT Ex Sponsor
monitors
IT Ex Sponsor needs to (in)directly report to Bu Ex
Sponsor
SOA programme manager needs to directly report
to Bu Ex Sponsor
Anything else will not work!
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Managing Know-How 3
Problem: Limited know-how
Create critical mass!
Initiate IGC*, set the framework
Launch educational program
Use at most 50% external staff
SOA requires deep internal knowledge, technical, business
and political
Large SI’s struggle with similar know-how
issues consider specialized players
Create and maintain your own IGC, do not outsource
the whole pie
* Integration Governance Center
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Managing Governance 3
Problem: Governance/
Compliance
Governance
Live with incompleteness
Reuse materials you have
Definition effort: 90 days IGB and IGF*
Compliance
Implant IGC rep in projects
IGC rep is help, not control
IGC rep feeds back into IGF
Create IGC and a governance seed, grow it from
projects
* Integration Governance Board, Integration Governance Framework, Integration Governance Center
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Safe SOA: Targets Summary 3
Size Duration
At most three silos 6-9 months
Sponsorship Priorities/Schedule
Bu Ex sponsor Bu Ex initiated and driven,
IT Ex controlled
Know-how
Governance
50% external SI
Collaborative/Bottom-up
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About Governance 3
IGC = IGB + IGF
An Integration Governance Board
An Integration Governance Framework
IGB creates, maintains and delivers SOA
project guidance
IGF is the blueprint
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Sample: IGB Roles 3
Management
Sponsor
Integration Governance Board
NIT
Governance
Enterprise Integration
Lead Lead
Technology Lead Technology Lead Technology Lead
(TIBCO) (MS) (IBM)
Solution Small
Large
Design
Table
Project
Integration Lead
Quality Assurance
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Sample: Project Interaction 3
Enterprise Governance
Integration Governance
Quality Assurance
Project Initiation Architectural
Reviews Reviews
Documentation Implementation
Data Technical Detailed
Requirements Repository Review
Standards
Design Architecture Design
Review
Review Review Review Review
Up front influence In progress influence At conclusion influence
Project lifecycle
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Conclusions 3
Not without the business
Run federated small & short activities
Get the governance right
Foster your own intellectual capital
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Contact Details 3
Questions?
Vincenzo Ferrucci
Discussion? vferrucci@tmns.com
The Hague Offices – TMNS BV
Follow up? Palazzo Giardino l Oude Middenweg 53
2491 AC The Hague l The Netherlands
t +31 (0)70 3011720
f +31 (0)70 3011721
Frankfurt Offices – TMNS GmbH
Trianon, 7th floor l Mainzer Landstraße 16
D-60325 Frankfurt am Main l Germany
t +49 (0)69 971 68400
f +49 (0)69 971 68200
London Offices – TMNS Ltd
Ash House l Fairfield Avenue
Staines, Middlesex TW18 4AB l United Kingdom
t +44 (0)1784 22 4265
f +44 (0)1784 22 4335
Zürich Offices – TMNS GmbH
Fabrikstrasse 50
8031 Zürich l Switzerland
t +31 (0)70 3011720
f +31 (0)70 3011721
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