service oriented architecture governance

Copyright © 2004 Accenture. All rights reserved.Accenture and its logo, and Accenture High Performance Delivered are trademarks of Accenture.

Innovation & Architecture

Service Oriented Architecture GovernanceAndrew G. WeekesNovember 2006

Copyright © 2006 Accenture All Rights Reserved. 2


Contents

Defining SOA Governance

• SOA Governance Framework

• Risks of Ungoverned SOA

SOA Business Case

Roadmap

Organization Roles & Approaches

Service Life Cycle Management



Delivering SOA

Adopting SOA requires re-tooling of existing disciplines across the Business and IT as well as establishing an SOA Governance function. An enterprise scale delivery capability for SOA should include all disciplines.

• Service-Oriented Architecture requires collaboration with and between several existing enterprise capabilities

• Service-Oriented Architecture, in the long term, must be developed with a broad view of business capabilities if it is to be successful

• Service-Oriented Architecture will live in harmony with other architectures already in place (Batch, Client/Server, etc)

StrategyAnd

Governance

Business ProcessAcumen

EnterpriseArchitecture

SolutionDelivery

ServiceOriented

Architecture



Overall SOA Capability Framework

An overall framework is required for SOA adoption and the development of an SOA capability. The level of impact will depend on the individual organization. While not all aspects need to be addressed at the onset, all areas are eventually required to be successful.

BusinessStrategy Drives the need for a

Service Oriented Architecture

These disciplines are required to deliver SOA.

• SOA Governance is a new discipline comprised of Business and IT leadership ensuring an SOA vision is defined and achieved.

• The other existing disciplines will require some change to adopt SOA and ensure successful delivery.

SOA Capability

SOA Governance

Solution Delivery

Enterprise Architecture

Integration

Business Process Acumen

Custom Packaged

Methodology & Delivery Tools

Business Architecture

Application Architecture

Technology Architecture

Composite

Process Modeling

Capability Blueprint

Process Optimization

SOA Strategy & Roadmap

Service Life Cycle Mgmnt

Capability Development

Journey Mgmnt & Communication

Information Architecture

A capability is made up of

people, process and technology

Process Architecture

Developer Support

Operations

Technology Infrastructure

SLA / OLA Monitoring / Reporting



SOA Governance Defined

SOA Governance is a management capability responsible for overall adoption of Service Oriented Architecture. This function ensures a strategy is established and executed in order to realize measurable benefit.

At a high-level this capability is meant to:

Manage the journey: setting a strategy, managing progress and ensuring value is realized

Evolve the enterprise capabilities to adopt, build and support an SOA

Migrate the organization from being application-centric to service-centric

Establish and manage business & technology alignment

New Product

Current Architecture

Roadmap

Dec

Nov

Oct

Sept

Aug

July

Jun

May

Apr

Mar

Feb

Jan

Project 1

Project 1a

Project 1b

Project 2

Project 2a

Project 2b

Project 3

Project 3a

Project 3b

SOA Program Management

Project 1 Project 2 Project n…

SOA Services

Repository

Billing

Ticketing

Provisioning

Inventory

DNS

New Product

SOA ServiceDefinitions

Billing

Provisioning

Inventory

Inte

rop

era

bil

ity

SOA Services

Repository

Billing

Ticketing

Provisioning

Inventory

DNS

New Product


Billing

Provisioning

Inventory

SOA Services

Repository

Billing

Ticketing

Provisioning

Inventory

DNS

New Product


Billing

Provisioning

Inventory

Inte

rop

era

bil

ity

Target Architecture

…

Benefit Realized



SOA Governance Capabilities

SOA Governance is a new discipline and is crucial to defining and executing an SOA Strategy. This function should contain both Business and Technology leadership to ensure alignment and value realization.

SOA Strategy & Roadmap


Capability Development

Journey Management & Communication

• Develop SOA fit assessment against business strategy & priorities• Align business and technology imperatives• Create business case and ROI model• Assess and align roadmap to Corporate project portfolio• Define the organizational approach and structure to successfully adopt SOA

• Define the overall service life cycle – service definition through service operations• Create service identification framework for identifying services and ensuring proper level

of granularity.• Manage services through each phase of the life cycle• Oversee change management, service dependencies and versioning• Assess enabling infrastructure requirements (i.e. repository, dashboard)

• Manage Business stakeholder expectations• Track Metrics and budget to measure progress and ensure value is achieved• Communicate progress and status to executives, stakeholders, and others• Manage journey issues & risks

• Assess capability needs to support strategy & roadmap• Evangelize the re-focus on business process definition and enterprise data modeling• Enhance system development methodology to support service-based development• Develop overall training approach for organization• Identify architecture enhancements required across layers to support SOA

SOA Capability

SOA Governance

Solution Delivery


Integration


Custom Packaged

Methodology & Delivery Tools

Business

Architecture

Application

Architecture

Technology

Architecture

Composite

Process Modelin

g

Capability

Blueprint

Process Optimiza

tion

SOA Strategy & Roadmap Service Lifecycle Mgmnt Capability DevelopmentJourney Mgmnt & Communication

Information

Architecture

Process

Architecture

Developer Support

Operations

Technology Infrastructure

SLA / OLA

Monitoring /

Reporting

Copyright © 2006 Accenture All Rights Reserved. Accenture, its logo, and Accenture High Performance Delivered are

trademarks of Accenture. 7


“Through 2008, 70 percent of IT organizations will fail to successfully select and implement an SOA strategy on the first try. These organizations must be prepared to use software services tactically while planning for strategic evolution of their architectures.”

- Daryl C. Plummer - Six Missteps That Can Result in SOA Strategy Failure - Gartner, Inc., June 2005

Industry Perspective on SOA Governance

“SOA is an inherently distributed approach to architecture, and therefore the requirements for governance are even more critical than in more centralized environments.“

- David Sprott - The SOA Governance Framework - CDBI, September 2004

“Without an effective governance approach, organizations could quickly face a rather messy and dysfunctional situation with uncontrolled, ad-hoc development of services, undermining the potential benefits of SOA.”

- Marianne Hedin - The Impact of SOA on the Consulting Services Market: Some High-Level Observations - IDC, Dec 2005

SOA Governance is recognized as a vital aspect of SOA across the industry.

“In 2006, lack of working governance mechanisms in midsize-to-large (greater than 50 services) post-pilot SOA projects will be the most common reason for project failure.”

- Paolo Malinverno - The Strategic Impact of SOA Broadens - Gartner, Inc., November 2005



Potential Risks with Ungoverned SOA

• Loss of Momentum in making progress to achieve the long term goals of SOA, including potential project abandonment

• Opportunity Cost for not achieving the maximum ROI from SOA

• Deterioration in Architecture and a potential increase in cost due to a lack of long term management

The roadmap for SOA is not clearly defined and the long-term execution managed resulting in a failure to achieve the broader goals

• Lack of Reuse due to unpredictable service quality and services not conforming to Service Level Agreements

• Potential Loss of Revenue due to a higher frequency of service outages

• Higher Support Costs due to poor service quality and higher frequency of outages

Service development practices are not standardized and policies are not enforced resulting in poorly implemented services

• Lack of Interoperability due to siloed business services

• Lack of Reuse due to an proliferation of single-use services and a tightly coupled & inflexible architecture

• Unnecessary Development Expenditure due to service rework and repair

The Service Identification process is not standardized and Architecture reviews are not performed resulting in a poorly defined target SOA

• Misalignment of Business and IT Objectives due to a lack of common goals being communicated

• Opportunity Cost for not achieving the maximum ROI from SOA

The business case and value proposition of SOA are not well defined resulting in a failure to achieve the business value for adopting SOA

ImpactRisk

While there are various approaches to managing SOA adoption, there are some serious risks to consider if an active SOA governance approach is not enlisted.



Contents


SOA Business Case

Roadmap





SOA Business Case

SOA adoption should be executed in the context of a business case that can demonstrate measurable value with an acceptable return on investment.

Target Initiatives / Business Priorities

Potential SOA Benefits & Costs

High Level Fit Assessment

(Identified Benefits)

High Level Capability &

Infrastructure Needs Assessment

(Identified Costs)

Business Case Development

ROI Model Development

High Level Business Case Development Process

Business Case:• Describes overall scope and target value• Articulates both quantitative and qualitative

value levers• Summarizes costs and benefits (leveraging ROI

Model)

ROI Model:• Focuses on quantitative value levers (benefits)• Estimates capability and infrastructure costs• Provides the detail to support the business case• Calculates Payback Period and Net Present

Value



Potential SOA Benefits

Composite Applications(Establishing Business Solutions)

World Class Processes and Process Control(Providing market differentiation)

Business-Level Management and Visibility(Responding to the competitive landscape)

Pro

cess Excellen

ce

Competitive Differentiation

• Increased ability to identify and improve industry differentiating process steps

Continuous Improvement through Better Instrumentation

• Insights provided through analytics and simulation

• Improved agility and innovation to processes based on real-time assessment of performance.

New Composite Application Capability

• Automated execution of target business process leveraging business services

• Unified user interface simplifying end user experience and improving efficiency

Adopting SOA has the potential to provide a number of business benefits. The challenge is to identify the right SOA components and benefits for the given context.

SOA Scope Potential Business BenefitsQuantitativeValue Levers

Composite Applications(Establishing Business Solutions)

Custom, Packaged and Legacy Systems(Preserving existing investments)

Business Services Layer(coarse and fine-grained services)

SO

A F

ou

nd

ation

Reuse & Consistent Execution

• Service reuse across business processes, channels and product lines

• Consistent service execution across channels and product lines

Interoperability

• Increased flexibility as solutions become less dependent upon the underlying technology platform

Existing Investments

• Leverage effort & cost already spent

• Leverage business testing & knowledge invested

• Revenue Increase

• Operational Efficiency Improvements

• Operational Efficiency Improvements

• Cost Reduction

• Cost Avoidance




SOA Business Case

Roadmap

• High Level Approaches

• SOA Maturity Model

• Roadmap Activities & Success Criteria



Contents



High Level Approaches

• Services Focus - Focused on establishing a comprehensive services foundation

• Iterative Processes/Services Focus -Focused on automating individual processes while building a foundation of standards-based reusable services

• Processes Focus - Focused on automating select business processes without planning for a foundation of reusable services

Considering their adoption drivers, organizations are focusing on building a services foundation or increasing their level of process automation.

Degree of process automation

Sc

op

e o

f S

erv

ice

s

High business

value

low business

value

100% Automated

0%Automated

Lar

ge

/ Cro

ssE

nte

rpri

se

Processes Focus

Services Focus

Iterativ

e Process/Service

Semi Automated

Sm

all /

Dep

t

Realized Business

Value

Med

ium

/ B

U

While a Process focus may achieve benefits in the very short term, a joint services/process approach

must be adopted in order to achieve long term success!



The SOA Capability Maturity Model

Level 1Plan & Organize

Level 2Deploy

Level 3Architected

Level 4Industrialized

Organize and strategize

Tacticalimplementations

Enterprise Services Bus and

SOA Platform

SOA isindustrialized

The first step has to do with

management (buy-in) and business

needs (get business people

involved).

Special attention will be put on planning and

assessing of the organization to

prepare for an SOA transformation and

foundation enablement.

This phase, which can be iterative, will see the emergence of the first projects

based on SOA principles.

Start to make applications

available as Web Services.

Services start to be composed together to complete a task or create business

processes.

Emphasis on strategic and

business services.

Focus on the consolidation of the

process and services

architecture in creating an

enterprise services bus.

Design and development are services oriented

and process oriented leveraging a set of SOA tools.

Services are part of the fabric of

business operations.

Cross enterprise processes.

Federation.

Virtual enterprise becomes a reality.

Utility and services infrastructure.

Predictive IT.

Business Insight.

Near real time and process oriented.

The maturity model can be used to benchmark an organizations SOA capability and progress towards industrialization.

• A roadmap will help develop the SOA capability across your organization.

• The maturity model can be used for planning roadmap activities.



Level 1: Plan & Organize – Governance Activities

Success Factors

Management buy-in achieved

Business Case and ROI model established

SOA Fit Assessment performed

Business and IT Management goals outlined, compared, and

coordinated

Organizational approach determined and responsible

parties identified

Service Identification and Development policies created

SOA Strategy & Roadmap• Establish SOA Roadmap and transition strategy• Establish and Identify Business case and ROI Model• Assess organization readiness to adopt SOA• Identify and Align business and technology goals

Journey Management & Communication• Achieve buy-in from business and IT management• Begin to set and manage stakeholder expectations• Assess funding options for future phases

Service Life Cycle Management• Establish Service Life Cycle definition including policies and procedures

for Service Identification, Development and Deployment• Establish runtime (production) support and monitoring framework for

services

Capability Development• Assess IT operations readiness for SOA• Define and validate SOA Architectural Framework• Assess Process modeling, design and execution tools• Evaluate Web Services standards infrastructure and protocols (WS-

Security and other WS-* standards)• Establish basic patterns and design guidelines• Analyze security requirements and legacy application architecture



Level 2: Tactical – Governance Activities

Success Factors

ROI shown for selected implementations

Service Identification and Development processes proven

and revised

Initial phases of the service life cycle are verified

Business processes modeled and supported by implemented

services

Service repository established

SOA Strategy & Roadmap Identify tactical service implementations to support the business case

and ROI objectives Identify infrastructure and base services which will have a high level of

usability Facilitate IT and Business coordination in the service identification

process Create SOA CoE or Core Competency Group Capture design patterns and best practices from project groups

Journey Management & Communication Show value of tactical implementations Track implementation progress while managing risks and issues Verify and revise budgeting estimations Continue to manage stakeholder expectations and maintain open

communication

Service Life Cycle Management Apply and revise Service life cycle management policies Verify and revise the Service Identification policies and procedures to

ensure focus on process modeling Verify and revise the Service Development policies and procedures

based on real life experience

Capability Development Establish Service Repository Identify and resolve overall capability gaps (tools, training, etc) Evaluate process modeling and tool adequacy Update training materials to be relevant with real life experiences Prepare architecture, while focusing on the service bus, for integration

with BPO.



Level 3: Architected – Governance Activities

Success Factors

Design and development are services oriented and process

oriented leveraging a comprehensive set of tools

Enterprise service bus is created and/or optimized

Service portfolio expanded and with many new services in the

repository

Service life cycle management efficient and stabilized

Service reuse and ROI are realized

SOA Strategy & Roadmap Track progress and ensure alignment of business and IT objectives Verify ROI model and business case Identify more complex business process to implement with the support

of the growing services foundation

Journey Management & Communication Revise budgeting as needed to optimize costs Assist identification of processes and business domains that could

benefit the most from SOA Increase SOA awareness in IT & business through communication and

training

Service Life Cycle Management Apply and revise Service life cycle management policies Apply and revise the Service Identification policies and procedures to

ensure focus on process modeling Begin to shape services support organization (effective monitoring and

response)

Capability Development Ensure new applications are service-oriented Ensure compliance with application and interoperability standards Ensure existing code can be adapted to suit new business requirements Begin to integrate BPO and BAM



Level 4: Industrialized – Governance Activities

Success Factors

New and existing business processes are modeled with

SOA in mind and supported by implemented services

Efficient business process implementation due to IT operational efficiency and

service fabric

IT and Business management become truly service-oriented

Cross domain processes are supported by implemented

services

SOA Strategy & Roadmap Shift strategy to maintaining a high quality architecture Establish SOA as standard practice Define and meet business oriented performance metrics

Journey Management & Communication Reach out to business domains who are not fully utilizing the services

fabric and communicate the realized benefits of SOA Show the value of BAM enabling executives to take real time resource

allocation decisions Increase SOA awareness enterprise-wide through communication and

training

Service Life Cycle Management Ensure good visibility of services to maintain a high level of reuse Establish and enforce security policies for identity management Maintain high performance service execution environment through

actively monitoring and reporting on QoS & SLA metrics Track service dependencies and actively manage service versioning

and changes

Capability Development Actively monitor the service delivery infrastructure and ensure high

availability with proper failover and capacity planning Identify new tools to enhance productivity Fully implement BAM to report real-time process evolution.



Contents


SOA Business Case

Roadmap





Organization Approach

There is no single “right” organization structure to support SOA adoption, but rather a range of options and some considerations for selection.

• Architecture & Technology Standards

• Capability Development

• SOA Program Management

• Service Life Cycle Management

• Service Design

• Service Development

• SOA Infrastructure Support

• Production Operations

• Project Management



• SOA Program Management


• Service Design





Centralized / CoE SOA Program Decentralized




• Service Design





Ce

ntr

ali

zed

Fu

nc

tio

ns

Dis

trib

ute

d F

un

cti

on

s



Typical Roles

SOA Governance

Solution Delivery



Operations

Process ArchitectAnalyze, decompose and model business processes

Enterprise ArchitectManages the overall To-Be architecture blueprint

Data ArchitectDefines logical data entities, attributes and relationships.

Technical ArchitectDefines enterprise standards, designs supporting infrastructure

Requirements AnalystDefines system requirements, scope and functionality

Project ManagerEnsures design is aligned with architecture and standards.

Technical DesignerDefines implementation details: performance, reliability, scalability

DeveloperBuilds and conducts component testing of service software.

Solutions DesignerIdentifies and specifies logical service meeting requirements.

Solution ArchitectDefines overall solution arch ensuring enterprise alignment.

OperatorMonitors usage, performance and service level agreements.

Contract ManagerNegotiates contracts, manages vendor relationships.

Tools & Environment Maintains development and testing tools and environments.

Business StakeholderEnsures alignment of project with Business direction.

Business / IT LiaisonManages Business / IT relationship, acts as go between.

Business AnalystDefines processes, functions, rules and requirements.

Consulting ArchitectDefines overall architecture direction, ensures alignment.

IT LeaderProvides IT leadership to manage risks and ensure success.

Business LeaderProvides business leadership to manage risks and ensure success.

Program ManagerPlans and manages overall service portfolio and capability.

While each organization will have a specific approach there are some typical roles when adopting SOA. Most are extensions of existing roles with new SOA specific responsibilities.



Client Example – Organization & Responsibilities

SOA Steering Committee

Central SOA Arch Group Service Arch & AdvisoryTeam

Functional Analysts Service Development Team

SOA Governance Organization

Supports

LOB LOB LOB

Educate Communicate

Define SOA Governance Model

Set overall direction

Make prioritization decisions

Identify new service opportunities

Assist service design

Define service scope (business relevance of design)

Design service specification

Perform reviews of service design

Validate production readiness of services

Identify SOA Fit

Identify reuse opportunities

Identify service adoption opportunities

Identify new service creation opportunities

Define service standards

Update EA Technical Blueprintwith SOA evolution

Metrics collection

Define service “sunset” and versioning strategy

Define service functional capabilities

Map initial usage of existing services

Design & modify services

Build services

Perform service code reviews

Test Services

Approve governance decisions

Resolve escalation issues



Contents


SOA Business Case

Roadmap





Service Life Cycle Management Overview

What is the Service Life Cycle?

A model for describing the key activities and management tasks associated with the different phases of the life of a business service, from analysis and design to production support

The life cycle of a single service is not iterative, but as you move through the life cycle the process should be updated and refined based on actual project experiences.

What is Service Life Cycle Management?

Service Life Cycle management is the area of SOA governance directly related to the creation and management of Services as corporate assets

Why is Service Life Cycle Management important?

Active Service Life Cycle Management ensures the evolution of a strong services foundation on which to industrialize SOA within your enterprise

The distributed and loosely coupled nature of SOA makes it difficult to identify and manage dependencies, which necessitates a more comprehensive approach to change management

Service Life Cycle Management requires the management of additional artifacts in addition to the actual service implementation as in the traditional Software Development Life Cycle.

Identification & Definition

Development & Testing

Publish & Deploy

Discover & Manage



Principles of Life Cycle Management

It is important to have guiding principles to be successful in your approach to Service Life Cycle Management. The principles below outline our approach:

Traceability - Services should be visible throughout life cycle, from businessperspective to deployed software service

Managed - Services should be managed as an asset throughout the life cycle with established and consistently enforced policies

Application-Neutral - Concept of SOA is applicable to all classes of interoperability

Agile Process - The SOA is never finished or stable and should allow for the flexibility of dynamic process recomposition

Federated Process - The SOA is a collaboration of independent components that provide services according to contractual obligations



Accenture’s Service Identification Framework (SIF)

SIF Characteristics• Structured approach for

identifying services• Follows our EA business driven

approach• Focuses on business services• Based on best practices

• Includes realization planning considerations

• Structured according to Business Domain and service hierarchy

• Provides granularity considerations• Enabled by underlying IT/

infrastructure services

Service Identification

Identify Business Domains

Identify Business

Processes

Identify Common

Functionality

Identify Business Services

Analyse Existing

Applications

Identify Application

Patterns

Identify Component

Services

Service Definition

Technical Requirements

Information & ApplicationArchitecture

Infrastructure

Technical Architecture

Business Requirements


Organisation and Governance

Business Process Architecture

Business Requirements


Organization and Governance

Business Process Architecture

Service Identification Framework

Identification Definition Implementation

service oriented architecture governance

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