1. 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

2. Organizational and Management
Issues Vital to SOA and BPM
Success
Paul C. Brown
Principal Software Architect
© 2008 TIBCO Software Inc. All Rights Reserved.

3. In the Beginning, Architecture was Simple…
… and evolved slowly
2
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4. Communications Helped Communities to Emerge…
… and grow
3
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5. Better Infrastructure Fostered Denser Communities…
… and more of them
4
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6. So How Do You Organize and Manage All This?
How do you ensure you get the business results you
want?
The desired business benefit
Within cost constraints
While preserving the flexibility to address tomorrow’s needs
p g y
• i.e. avoid the “big bang” and evolve gracefully
5
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7. Total Architecture
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8. The Idealized Enterprise View Looks Simple
A functional organization with well-defined
responsibilities…
7
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9. But There Is a Lot of Dialog Between the Organizations
How do you
make sense
of this?
8
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10. You Think in Terms of Business Processes
This picture does
p
not tell you how
the order-to-cash
process actually
works!
Order-to-Cash Process Scope
9
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11. Business Process Models Provide That Understanding
Activities and their
structure
Participants
p
Swimlanes represent
roles
Activities in the lanes
represent responsibilities
Interactions between
participants
Artifacts
• Messages
• Physical objects
Relationships to activities
p
Interactions with other
business processes
Where does the product
catalog come from?
10
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12. You Must Think About Information as Well
Understanding
utilization scope
tells you little
about the
information itself
Sales Order Information Usage
11
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13. Logical Data Models Provide That Understanding
Address
But models
Shipping Notice
0..1
don’t
-billingAddress -shippingAddress characterize:
Invoice
0..1
1 1
-invoiceAmount
Who owns the
Customer 1 * Sales Order
1 0..
0..* Shipment Order data
-status
• Organization
0..1 Shipment • System
*
*
Sales Order Line Item
Shipment Order Line Item
-quantity
1 0..*
0 * Where the data
Wh th d t
-quantityShipped
-price physically lives
*
1
Where data is
Saleable Product replicated
-SKU • How
consistency is
maintained
12
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14. Each “Organization” is Actually a Stack
There may be
multiple
p
components at
each layer:
Interfaces
I t f
Logic components
Data components
Infrastructure
13
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15. Traditional Means of Supporting Organizational Interaction
Conversation –
human level
EAI – logic level
ETL – data level
14
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16. People May Interact with Multiple Systems
EAI and ETL can
be used within an
organization as
well
15
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17. Overall, Understanding Interactions is Complicated
People People
Interface Interface Interface
Interface Logic Interface Logic Interface
Logic Data Logic Logic Data Logic
Data Infra Data Data Infra Data
Infra Infra Infra Infra
People People
Interface Interface Interface Interface
Interface Logic Interface Logic
Logic Data Logic Logic Data Logic
Data Infra Data Data Infra Data
Infra Infra Infra Infra
People People
Interface Interface Interface
Interface Logic Interface Logic Interface
Logic Data Logic Logic Data Logic
Data Infra Data Data Infra Data
Infra Infra Infra Infra
People People
Interface Interface Interface Interface
Interface Logic
L i Interface Logic
L i
Logic Data Logic Logic Data Logic
Data Infra Data Data Infra Data
Infra Infra Infra Infra
People People
Interface Interface Interface
Interface Logic Interface Interface Logic
Logic Data Logic Logic Data Logic
Data Infra Data Data
D Infra Data
D t
Infra Infra Infra Infra
People
Interface Interface
Interface Logic
Logic Data Logic
Data Infra Data
Infra Infra
This is the problem that SOA and BPM are supposed to solve
16
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18. For Success, A Total Architecture Perspective is Required
Business Processes
Sales order management
Inventory management
Accounting
People
p
Participants in the business
processes
Information
What information is being
used
Systems
Computers, networks,
applications, infrastructure
Business Purpose
17
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19. Organizational
O i ti l
Issues
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20. Business Processes and Services Cross Organizational
Boundaries
Lack of Overall Responsibility
Services and Integrations Span Silos
Service
Interface
Shrinking
Time
Frames
Data Center
Services,
Integration,
and
Front-Office Application Application Process Application External
Applications Silo Silo Management Silo Applications
Silo
Communications and Services Infrastructure
19
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21. Many Development Processes Have Become Degenerate
They assume a single system is being worked on
Requirements Development QA Production
20
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22. Degenerate Processes Will Not Work for SOA and BPM
Multiple organizations and systems are involved
Requirements Development QA Production
21
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23. A Richer Development Processes Is Required
Governance at work!
22
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24. Who Owns Projects That Span Silos?
Business Executive
Sponsor
Who owns projects that span silos?
IT Executive
Sponsor
Business Business Business Business Business
Manager Manager Manager Manager Manager
IT System IT System IT System IT System IT System IT System
Owner Owner Owner Owner Owner Owner
Data Center
Services,,
Integration,
and
Front-Office Application Application Application External
Process
Applications Silo Silo Silo Applications
Management
Silo
Communications Infrastructure
23
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25. Multi-Silo Projects Include Members from All Silos
3 key leadership
roles needed on
every project
24
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26. The Executive Sponsor Can’t Oversee All These Projects
25
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27. Enterprise Projects Group Should Manage These Projects
The group provides a reporting
structure for projects that span
organizational silos
26
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28. Who Provides the Cross-Project Service Perspective?
Who l k h d for future usages?
Wh looks ahead f f t ?
New Service
Today’s
Project
Service
Interface
Future
Project Call New
Service
Service
Interface
Future
Project Call New
Service
27
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29. The Enterprise Architecture Group Coordinates Projects
Establishes the vision
Enterprise Ensures projects collectively
Architecture converge on a single
coherent architecture
Business Process Systems
Architecture Architecture
Data Architecture
Maintains cross-silo
perspective at all levels
Infrastructure Business
Architecture
Application
Application Infrastructure
Architecture
Responsible for:
Services
Architecture
Architecture
Standards
Best practices
Governance
G
28
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30. Total Architecture Management
Total Architecture
Management
Enterprise
Enterprise
E t i
Architecture
Projects
Business Process
Architecture
Project Manager
Systems
Architecture
Business Process
Architect
Systems Architect
Application
Architecture
Project Manager
Infrastructure
Architecture
Business Process
Architect
Services
Architecture
Systems Architect
Project Manager Data Architecture
Systems Architect
Business Process
Architect
29
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31. The Completed Organizational Picture
Business Executive
Sponsor
IT Executive
Sponsor
Business Business Business Business Business
Total Architecture
Manager Manager Manager Manager Manager
Management
IT System IT System IT System IT System IT System IT System
Owner Owner Owner Owner Owner Owner
Data Center
Services,
Integration,
and
Front-Office Application Application Application External
Process
Applications Silo Silo Silo Applications
Management
Silo
Communications and Services Infrastructure
30
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32. Key Questions
Is there an architect on every silo-spanning
project?
Responsible for end-to-end business process and systems
design
How Are cross silo projects managed?
cross-silo
Who negotiates with silos?
Who resolves conflicts?
Who validates the future applicability of services?
Functionality
Granularity
SLAs
31
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33. The Challenges of Silo-Spanning Projects Are Diverse
Knowledge is scattered throughout the enterprise
For success, business and IT must align
Total architecture focus on producing business value
New skill sets are required
Total (business p
( process and systems) architecture
y )
Project management focused on business results
Clear ownership and control is needed for
cross silo
cross-silo projects
Executive sponsorship is needed to align priorities
Resolve political conflicts
A Proactive Enterprise Architecture group is required
Guide multiple projects towards a cohesive whole
Governance is essential
32
© 2008 TIBCO Software Inc. All Rights Reserved.

34. For More Information…
Succeeding with SOA
• The business and organizational
perspective
• For:
• CIO, COO, C
• Managers
• Enterprise and project architects
Implementing SOA
• Creating the total architecture
• For
• Enterprise and project architects
• CTOs
33
www.total-architecture.com
© 2008 TIBCO Software Inc. All Rights Reserved.