Скачать презентацию SOA An IBM perspective Tomas Kadlec Senior IT Скачать презентацию SOA An IBM perspective Tomas Kadlec Senior IT

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SOA: An IBM perspective Tomas Kadlec Senior IT Architect © 2007 IBM Corporation SOA: An IBM perspective Tomas Kadlec Senior IT Architect © 2007 IBM Corporation

Agenda § SOA Definitions § SOA Emphasis on Business/IT partnership § SOA Governance § Agenda § SOA Definitions § SOA Emphasis on Business/IT partnership § SOA Governance § IBM SOA Products and Solutions § SOA Adoption © 2007 IBM Corporation

What is …. . ? … a service? … service orientation? A repeatable business What is …. . ? … a service? … service orientation? A repeatable business task – e. g. , check customer credit; open new account A way of integrating your business as linked services … service oriented architecture (SOA)? … a composite application? An IT architectural style that supports service orientation A set of related & integrated services that support a business process built on an SOA © 2007 IBM Corporation

What is a Service? § Service A Service is a discoverable software resource which What is a Service? § Service A Service is a discoverable software resource which has a service description. The service description is available for searching, binding and invocation by a service consumer. The service description implementation is realized through a service provider who delivers quality of service requirements for the service consumer. Services can be governed by declarative policies. Source: IBM SOA Center of Excellence © 2007 IBM Corporation

Service Oriented Architecture Different Things to Different People Roles Capabilities that a business wants Service Oriented Architecture Different Things to Different People Roles Capabilities that a business wants to expose as a set of services to clients and partner organizations Business An architectural style which requires a service provider, requestor and a service description. It addresses characteristics such as loose coupling, reuse and simple and composite implementations Architecture A programming model complete with standards, tools, methods and technologies such as Web services Implementation A set of agreements among service requestors and service providers that specify the quality of service and identify key business and IT metrics Operations © 2007 IBM Corporation

IT’s Architectural Evolution: Making IT More Responsive Pre 1950’s To 1960’s 1970’s to mid IT’s Architectural Evolution: Making IT More Responsive Pre 1950’s To 1960’s 1970’s to mid 1980’s to mid 1990’s Monolithic Architectures Sub-routines /Remote Procedure Calls Remote Object Invocation Mid 1990’s to early 2000’s Message Processing Late 1990’s Enterprise Application Integration (EAI) Today Services (SOA) Increasing Modularity to Achieve Flexibility © 2007 IBM Corporation

SOA: The Next Step on the Connectivity Evolution Lines of code Direct Connectivity Message SOA: The Next Step on the Connectivity Evolution Lines of code Direct Connectivity Message Queuing Connectivity, mediation & process-control logic Connectivity logic Mediation & process-control logic Application All connectivity, mediation and additional logic buried in the application Abstracts the connectivity logic from the application Message Brokering Service Orientation Connectivity and mediation logic Process-control logic Application Abstracts the connectivity + mediation logic from the application Connectivity, mediation & processcontrol logic Application Services Reduces application to its core business functions (i. e. a service) Increasing Modularity to Achieve Flexibility © 2007 IBM Corporation

Business Needs Are Driving a Shift in IT From: To: Function-oriented Service-oriented Build for Business Needs Are Driving a Shift in IT From: To: Function-oriented Service-oriented Build for permanence Build to change One long development cycle Incremental development cycles Application silos Orchestrated solutions that work together Tightly coupled Loosely coupled Structuring applications using components and objects Structure applications using services Known implementation Implementation abstraction © 2007 IBM Corporation

Key Standards for SOA Business Services: Service Offerings and Components e. g. Book_Flight, Low_Fare_Search, Key Standards for SOA Business Services: Service Offerings and Components e. g. Book_Flight, Low_Fare_Search, Update_PNR_Data Service Discovery (WSIL, UDDI, RAS) Service Invocation & Messaging (WS-I, SOAP) Service Description (WSDL, RAS) XML (Infoset, Namespace, Schema) Network Protocol (HTTP, SMTP, Other) Management Service Orchestration (WS-BPEL) Transactions (WS-Tx) Evolving Industry Semantics (ACORD, FIXML, OTAXML, UCCNet, eb. XML) Security (WS-SEC) Infrastructure Standards Semantic Standards SOA and Web Service Standards © 2007 IBM Corporation

Don’t confuse implementation technology and an unfortunate overloading of the word Service with SOA Don’t confuse implementation technology and an unfortunate overloading of the word Service with SOA § Web Service standards can be used to implement a service § ´The two are not the same thing: 4 Many of today's production Web Services systems aren't service oriented architectures § they're simple remote procedure calls or point-to-point messaging via SOAP or well structured integration architectures 4 Many of today's production service oriented architectures don't primarily use Web Services § they use ftp, batch files, asynchronous messaging etc. - mature technologies § However, SOAs often employ Web Services 4 successful SOAs rely on open standards © 2007 IBM Corporation

How Do We Define Business/IT Alignment? Collaborative business and IT decision making that ensures: How Do We Define Business/IT Alignment? Collaborative business and IT decision making that ensures: § IT investments are made based on business priorities “The process through which business people and IT delivery organisations collaborate to create an environment in which investment in IT and delivery of § IT service delivery provides a business result IT services reflect business § Business priorities are assessed with IT capabilities and limitations in mind priorities are influenced by priorities … in which business understanding of IT capabilities and limitations. ” “On IT-business Alignment” Macehiter Ward-Dutton, Feb 2005 © 2007 IBM Corporation

The Vertical Silo Problem Division “A” Division “B” Division “C” Division “D” Division “E” The Vertical Silo Problem Division “A” Division “B” Division “C” Division “D” Division “E” © 2007 IBM Corporation

Where Are We Heading – Service Oriented Architecture Customer Division(s) Shared Services Supplier Outsourced Where Are We Heading – Service Oriented Architecture Customer Division(s) Shared Services Supplier Outsourced © 2007 IBM Corporation

What do you really mean by SOA Governance … People §Governance comes from the What do you really mean by SOA Governance … People §Governance comes from the root word “Govern”. Governance is the structure of Services relationships and processes to direct and to control the SOA components in order Technology Processes to achieve the enterprise’s goals by adding value while balancing risk versus return § The focus of SOA is the § Services Model § The governance model defines: § What has to be done? § How is it done? § Who has the authority to do it? § How is it measured? © 2007 IBM Corporation

SOA requires effective IT Governance §“Effective IT Governance is the single most important predictor SOA requires effective IT Governance §“Effective IT Governance is the single most important predictor of value an organization generates from IT. ” §MIT Sloan School of Mgmt. § Increasing Share Price Professional investors are willing to pay premiums of 18 -26% for stock in firms with high governance § Increasing Profits “Top performing enterprises succeed where others fail by implementing effective IT governance to support their strategies. For example, firms with above-average IT governance following a specific strategy (for example, customer intimacy) had more than 20 percent higher profits than firms with poor governance following the same strategy. ” § Increasing Market Value “On average, when moving from poorest to best on corporate governance, firms could expect an increase of 10 to 12 percent in market value. ” Source: MIT Sloan School of Mgmt. © 2007 IBM Corporation

SOA Governance in context IT and Operations align with Business Consistent Service Model Strategy SOA Governance in context IT and Operations align with Business Consistent Service Model Strategy Enterprise-wide focus Business Opportunity Reconcile Multiple Viewpoints & Interests Business Strategy Information Technology Strategy Business Architecture IT Architecture Planning Technology Availability Model & Assemble Business Operating Environment and IT Infrastructure Deploy & Manage IT Solutions © 2007 IBM Corporation

SOA Reality Check - Drivers © 2007 IBM Corporation SOA Reality Check - Drivers © 2007 IBM Corporation

SOA Reality Check - Inhibitors © 2007 IBM Corporation SOA Reality Check - Inhibitors © 2007 IBM Corporation

SOA Reference Architecture: Solution View Channel B 2 B Services atomic and composite Service SOA Reference Architecture: Solution View Channel B 2 B Services atomic and composite Service Provider Service Components Packaged Application Operational Systems Atomic Service Custom Application Composite Service Governance Composition; choreography; business state machines Data Architecture (meta-data) & Business Intelligence Business Process Qo. S Layer (Security, Management & Monitoring Infrastructure Services) Integration (Enterprise Service Bus) Service Consumers OO Application Registry © 2007 IBM Corporation

SOA/ODOE Reference Model SOA is the Instantiation of the on demand Operating Environment Business SOA/ODOE Reference Model SOA is the Instantiation of the on demand Operating Environment Business Services Application Services IT Service Management Development Services User Business Innovation & Optimization Services Business Enterprise Service Bus Infrastructure Services © 2007 IBM Corporation

SOA/ODOE Reference Model Composite Business Services Business Ut ili ty B u si n SOA/ODOE Reference Model Composite Business Services Business Ut ili ty B u si n e ss S er vi c es e r v i. Application Services c e R L e e s v o e u l r c ESB A e u t V Infrastructure Services o i m r a t t u i a o l n i z a a n t d i o O n r IT Service Management S Development Services User Business Innovation & Optimization Services © 2007 IBM Corporation

SOA Reference Architecture: Middleware Service View Business Innovation & Optimization Services Integrated environment for SOA Reference Architecture: Middleware Service View Business Innovation & Optimization Services Integrated environment for design and creation of solution assets Process Services Information Services Enables collaboration between people, process & information Orchestrate and automate business processes Manages diverse data and content in a unified manner Facilitates communication ESB IT Service Management Interaction Services between services Partner Services Business App Services Access Services Connect with trading partners Build on a robust, scaleable, and secure services environment Facilitates interactions with existing information and application assets Apps & Info Assets Development Services Facilitates better decision-making with real-time business information Monitor, manage and secure services, applications & resources Infrastructure Services Optimizes throughput, availability and performance © 2007 IBM Corporation

Separation of Concerns The SOA Reference Architecture in Action Business Dashboard Business Services Supports Separation of Concerns The SOA Reference Architecture in Action Business Dashboard Business Services Supports enterprise business process and goals through businesses functional service Open Account Interaction Services Development Services Process Services Enables collaboration between people, processes & Portal information Orchestrate and automate business processes Integrated environment for design and creation of solution assets Information Services Management Services Manages diverse data and Federated content in a unified manner Query Manage and secure services, applications & resources Enterprise Service Bus Partner Services Connect with trading Community partners Manager Business App Services Build on a robust, scaleable, and secure EJBs services environment Access Services Apps & Info Assets Approved CICS Facilitate interactions with DB existing Accessinformation and Siebel Access application assets DB Adapter Access Infrastructure Services Optimizes throughput, availability and utilization IT Management Console © 2007 IBM Corporation

Xmethods IBM Hurley England • Requests for a stock quote come into the ESB Xmethods IBM Hurley England • Requests for a stock quote come into the ESB from a servlet. • The incoming message is a SOAP/JMS message which is then passed through the Bus from the External Requester to the External Provider • The External Provider passes the converted SOAP/HTTP message to the external Web Service (XMethods) • The reply is passed back through the Bus to the Requester. EP_ Stock. Quote XMethod ER_Stock. Quote ESB © 2007 IBM Corporation

Xmethods IBM Hurley England • This time, the request is pass through a Mediation Xmethods IBM Hurley England • This time, the request is pass through a Mediation Module. • The Mediation Module uses a Message. Logger Mediation Primitive to log the message to a database. • The Request continues on its way as before: passed to the External Provider to be sent to XMethods. Stock. Quote Mediation Subsystem ER_Stock. Quote IBM Hurley England EP_ Stock. Quote XMethod IBM Hurley England logger ESB © 2007 IBM Corporation

 • This time, when the request passes through the Mediation Module, a Table. • This time, when the request passes through the Mediation Module, a Table. Driven. Filter Primitive IBM Hurley England XMethods is used to look up the userid in a table of “gold” users. • If the user is a gold customer, the request will be passed to a different external Web Service (offered by XIgnite) otherwise it will continue as before. • Because the message formats differ, the request is first passed through an XSLT Primitive that will transform the message using an XPath expression. • The response from XIgnite will also need to be transformed as part of the Mediation so that the format is as expected. EP_ Stock. Quote XMethods Stock. Quote Mediation Subsystem ER_Stock. Quote IBM Hurley England logger EP_ Stock. Quote XIgnite IBM Hurley England filter ESB transform XIgnite © 2007 IBM Corporation

What is ESB ? Architecture pattern providing virtualization of: 1. Location and identity: Participants What is ESB ? Architecture pattern providing virtualization of: 1. Location and identity: Participants need not know the location or identity of other participants. For example, requesters don't need to be aware that a request could be serviced by any of several providers. Service providers can be added or removed without disruption. 2. Interaction protocol: Participants need not share the same communication protocol or interaction style. A request expressed as SOAP/HTTP may be serviced by a provider that only understands Java RMI. © 2007 IBM Corporation

What is ESB ? (continued) § Interface: Requesters and providers don't need to agree What is ESB ? (continued) § Interface: Requesters and providers don't need to agree on a common interface. The ESB reconciles differences by transforming request messages into a form expected by the provider. § Qualities of (Interaction) Service (Qo. S): Participants declare their Qo. S requirements, including performance and reliability, authorization of requests, encryption/decryption of message contents, automatic auditing of service interactions, workload distribution criteria etc. Qo. S requirements may be fulfilled by services themselves or by the ESB compensating for mismatches. © 2007 IBM Corporation

The SOA Lifecycle § Discover § Construct & Test § Compose § Gather requirements The SOA Lifecycle § Discover § Construct & Test § Compose § Gather requirements § Model & Simulate § Design § Financial transparency § Business/IT alignment § Process control § Integrate people § Integrate processes § Manage and integrate information § Manage applications & services § Manage identity & compliance § Monitor business metrics © 2007 IBM Corporation

Business Driven Development An Iterative, Business-focused Development Process Model Run-time Statistics Manage Continual Process Business Driven Development An Iterative, Business-focused Development Process Model Run-time Statistics Manage Continual Process Improvement Requirements §Business Analysts §Software and Data Architects §Monitor Business Model Business Requirements Unified Modeling Language Results Observation Model (KPIs) §Manage IT Performance §Create Business Model Software Architecture and IT Dashboards Business Process Execution Language §Business Operations Analysts §IT Operations Managers Events Assemble Deploy §Choreograph Services §Develop New Services §Development Team §Integration Developers §Testers WSDL EAR, DDL §Manage Quality of Service §Manage Runtime §Configure Human Platforms Task Manager §Develop User Interface §Test §Deployment Team §Platformspecific Runtime Specialists Team Unifying Platform © 2007 IBM Corporation

CBM and SOMA CBM Provides an analysis of the client’s strengths and weaknesses juxtaposed CBM and SOMA CBM Provides an analysis of the client’s strengths and weaknesses juxtaposed with strategic areas of focus – leads to what to outsource, where to modernize, where to expand Services SOMA Services Services Services Service-Oriented Modeling and Architecture provides in- Operating Environment Architecture depth guidance on how to move from business models to the models required by an SOA © 2007 IBM Corporation

SOA Programming Model Supported by Key Standards § Java. Server Faces 4 Standard way SOA Programming Model Supported by Key Standards § Java. Server Faces 4 Standard way to construct user interfaces for web applications, JSR 168 portlets, etc. 4 MVC based User Interaction Framework Design ( Models, Patterns, Templates, Policy ) § Service Component Architecture (SCA) 4 Component services programming model which provides a consistent framework for assembling solutions 4 Jointly developed/endorsed by IBM, BEA, IONA, Oracle, SAP, and Sybase 4 Apache Open Source Incubator Project § http: //incubator. apache. org/tuscany/ Composition User Interaction Invocation Information § Service Data Objects (SDO) 4 Uniform (technology independent) way to represent data 4 Provides Single abstraction (common API) across JDBC Result. Set, JCA Record, XML DOM, JAXB, Entity EJB, CMI (for MQ messages), and so on 4 Co-developed by IBM and BEA Business Components § Business Process Execution Language (WS-BPEL) 4 Standard way to choreograph business processes 4 Standardization through OASIS © 2007 IBM Corporation

IBM’s SOA Foundation Products Enable the Realization of SOA Web. Sphere Business Modeler Web. IBM’s SOA Foundation Products Enable the Realization of SOA Web. Sphere Business Modeler Web. Sphere Portal Web. Sphere Business Monitor Web. Sphere Process Server Web. Sphere Information Server Business Innovation & Optimization Services Rational Application Developer Integrated environment for design and creation of solution assets Process Services Information Services Enables collaboration between people, processes & information Orchestrate and automate business processes Manages diverse data and content in a unified manner Facilitates communication Partner Services Connect with trading partners Web. Sphere Integration Developer ESB between services Business App Services Build on a robust, scaleable, and secure services environment Access Services Facilitates interactions with existing information and application assets Web. Sphere ESB IT Service Management Interaction Services Apps & Info Assets Rational Software Architect Facilitates better decision-making with real-time business information Development Services Rational Requisite. Pro Web. Sphere Message Broker Manage and secure services, applications & resources Web. Sphere Service Registry & Repository Data. Power Infrastructure Services Optimizes throughput, availability and performance Web. Sphere Partner Gateway Web. Sphere XD Web. Sphere Application Server Web. Sphere ND Web. Sphere Adapters © 2007 IBM Corporation

SOA Management Web. Sphere Business Monitor Business Innovation & Optimization Services Process Services Information SOA Management Web. Sphere Business Monitor Business Innovation & Optimization Services Process Services Information Services Enables collaboration between people, processes & information Orchestrate and automate business processes Manages diverse data in a unified manner Integrated environment for design and creation of solution assets Facilitates communication Partner Services Connect with trading partners IT Service Management Interaction Services ESB between services Business App Services Build on a robust, scaleable, and secure services environment Access Services Facilitates interactions with existing information and application assets Apps & Info Assets Development Services Facilitates better decision-making with real-time business information Manage and secure services, applications & resources Infrastructure Services Tivoli Composite Application Manager for SOA Tivoli Composite Application Manager for Response Time Tracking Optimizes throughput, availability and performance Tivoli Composite Application Manager for Web. Sphere Tivoli Federated Identity Manager © 2007 IBM Corporation

SOA Adoption is Iterative and Incremental … 1. Select (next) project scope 2. Select SOA Adoption is Iterative and Incremental … 1. Select (next) project scope 2. Select a project 5. Review result 4. Execute 3. Assess and address capability gaps … with each project delivering immediate and long-term value © 2007 IBM Corporation

SOA Adoption: Tactical and Strategic Action Combined SOA Goal § Market return through transformation: SOA Adoption: Tactical and Strategic Action Combined SOA Goal § Market return through transformation: quicker time to production, lower costs, competitive differentiation Revenue and Profit Market Return through Transformation Strategic Vision Incremental Adoption Time Two Primary Roadmap Perspectives § Strategic Vision Business and IT statement of direction which can be used as a guideline for decision making, organizational buy-in, standards adoption § Project Plans Implementation projects to meet immediate needs of the current business drivers © 2007 IBM Corporation

Getting Started Requires Vision § Assess your current maturity, across multiple dimensions 4 Business Getting Started Requires Vision § Assess your current maturity, across multiple dimensions 4 Business 4 Methodology 4 Technical § Establish targets for where you want to be § Document important goals and metrics for transitions across the maturity dimensions § Recognize that aspects of the Vision may shift with experiences gained 4 Adopt regular checkpoints for Vision re-assessment IBM’s Service Integration Maturity Model provides a guide for establishing a Vision © 2007 IBM Corporation

Service Integration Maturity Model (SIMM) Virtualized Services Dynamically Re-Configurable Services Silo Integrated Componentized Services Service Integration Maturity Model (SIMM) Virtualized Services Dynamically Re-Configurable Services Silo Integrated Componentized Services Composite Services Function Oriented Service Oriented Organization Ad hoc IT Governance Emerging SOA Governance SOA and IT Governance Alignment Methods Structured Analysis & Design Object Oriented Modeling Component Based Development Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Applications Modules Objects Components Services Process Integration via Services Dynamic Application Assembly Architecture Monolithic Architecture Layered Architecture Component Architecture Emerging SOA Grid Enabled SOA Dynamically Re. Configurable Architecture Platform Specific Platform Specific Platform Neutral Dynamic Sense & Respond Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7 Business View Infrastructure © 2007 IBM Corporation

Service Integration Maturity Model (SIMM) Employ Business Service Decomposition = current level = target Service Integration Maturity Model (SIMM) Employ Business Service Decomposition = current level = target level Dynamically Re-Configurable Services Service Oriented Silo Business View Integrated Componentized Services Composite Virtualized Form an SOA Services Function Oriented Service Excellence Oriented SOA and IT Governance Alignment Re-engineer Development Ad hoc IT Process Ad hoc IT Center of Organization Ad hoc IT Governance Emerging SOA Governance Methods Structured Analysis & Design Object Oriented Modeling Component Based Development Service Oriented Modeling Service Oriented Modeling Grammar Oriented Modeling Modules Objects Components Services Process Integration via Services Dynamic Application Assembly Applications Architecture Infrastructure Adopt Process Choreography Assembly Model Layered Component Monolithic Architecture Platform Specific Level 1 Level 2 Emerging SOA Platform Focus Specific Architectures on Service Orientation Level 3 Level 4 SOA Introduce Open Dynamically Re. Configurable Grid Enabled SOA Standards Architecture Platform Specific Platform Neutral Dynamic Sense & Respond Level 5 Level 6 Level 7 © 2007 IBM Corporation

Selecting Projects Moving Incrementally Toward the Vision A pilot project for SOA should … Selecting Projects Moving Incrementally Toward the Vision A pilot project for SOA should … 1. Address a well understood Business problem 2. Incorporate aspects of governance 3. Include Line-of-business objectives and IT objectives 4. Leverage SOA entry point patterns 5. Require an achievable stretch beyond current capabilities to address gaps (skills, processes etc. ) 6. Be something you will put into production © 2007 IBM Corporation

Customer Success via SOA Entry Points Distinct But Interrelated Projects with Proven Value What Customer Success via SOA Entry Points Distinct But Interrelated Projects with Proven Value What is it? People Process Information Reuse Connectivity Customer Value Greater productivity and flexibility through targeted user interactions for improved operations and collaboration Increasing people's productivity and reducing financial close from 10 to 4 days with reusable services Achieve business process innovation through treating tasks as modular services Information reaches decision makers 70% faster by enabling LOBs to orchestrate modular services Provide trusted information in business context by treating it as a service Automated 80% of manual research process for underwriting. Offer as service to industry Service-enable existing assets and fill portfolio gaps with new reusable services Improved customer satisfaction, sales to delivery cycle and agility while reusing existing IT assets Connect systems, users, and business channels based on open standards Significantly reduced time/cost required to integrate older applications with new SAP modules © 2007 IBM Corporation

Entry Point to People Centric Collaboration Intuitive & Adaptive User Experience § How to Entry Point to People Centric Collaboration Intuitive & Adaptive User Experience § How to recognize the entry point 4 Business needs/pain points § Too many applications required to complete a process § Information gathering delays business processes § Multiple participants in business process need differing access 4 IT needs/pain points § Business processes span applications that don’t integrate well § Supporting IT functions for business processes span organizations § No single sign-on, no role-based information/application delivery § Business and IT benefits 4 Business applications are consistent and tailored to a given task/role 4 Freedom to change IT resources without impact on the user experience 4 Freedom to incrementally adapt to changing business requirements © 2007 IBM Corporation 42

Project Considerations for People Centric Collaboration § Typical project outline 4 Identify key applications, Project Considerations for People Centric Collaboration § Typical project outline 4 Identify key applications, roles and business processes and information sources 4 Acquire or build portlet base User interfaces to key applications 4 Configure task specific pages to deliver application, and information according to the needs of the process roles 4 Orchestrate the user experience by integrating with Process Server § Common technical considerations 4 Access, authorization, and single sign-on to applications 4 User identity management – plan for governance 4 New use cases/ loads for applications and information sources 4 Plan for governance of portal applications across your organization © 2007 IBM Corporation 43

Entry Point to a Process Centric Approach Business Process Management for Continuous Innovation § Entry Point to a Process Centric Approach Business Process Management for Continuous Innovation § How to recognize the entry point 4 Business needs/pain points § Increasing need to tailor business processes on a per customer / per partner basis § Changing business processes takes too long 4 IT needs/pain points § Increasing maintenance costs as applications continuously evolve § Inflexible systems can’t handle today's requirements § Business and IT benefits 4 Business processes are highly tailorable 4 Maintenance costs drop as changes in the business process can be effected in a process-managed environment, using standard technology like BPEL © 2007 IBM Corporation 44

Project Considerations for Process Centric Approach § Typical project outline 4 Digitize Business Model Project Considerations for Process Centric Approach § Typical project outline 4 Digitize Business Model and simulate various mainline scenarios 4 Identify Key Performance Indicators that will be automatically or manually collected to report on process and/or business efficiencies 4 Transform the business model into business processes through composition, assembly, and new or existing service implementation 4 Monitor the business process results and iterate to make process and implementation improvements § Common technical considerations 4 Do you have already have a digitized version of your business model? 4 Are you interested in automatic generation of KPI data? 4 Does your process implementation require significant human interaction? © 2007 IBM Corporation 45

Entry Point to an Information Centric Approach Delivering Information As A Service to People Entry Point to an Information Centric Approach Delivering Information As A Service to People and Processes § How to recognize the entry point 4 Business needs/pain points § Trusted information is not available in the right place, at the right time, in the right context § Existing business processes are not easily updated with new information 4 IT needs/pain points § Information semantics are coupled to applications; meaning does not accompany data § Creation of trusted information sources and resolution of crosssource data quality issues is complex and difficult to achieve § Difficult to control the cost of managing complex information infrastructure while providing flexibility; overly complex methods are required to integrate data § Business and IT benefits 4 Applications benefit from new information as it comes online 4 Information Integration complexity is contained in one place and handled once © 2007 IBM Corporation

Project Considerations for Information Centric Approach § Typical project outline 4 Discover source data Project Considerations for Information Centric Approach § Typical project outline 4 Discover source data models & relationships through profiling 4 Map models to logical future state models; connect to a business context 4 Publish information services to return information required 4 Incorporate information services inline with business process § Common technical considerations 4 Alignment with business context/objectives 4 All relevant data sources must be included 4 Data quality issues must be understood and resolved across sources 4 Transformation needs must be met in a scalable manner © 2007 IBM Corporation

Entry Point to Connectivity Underlying Connectivity to Support Business-centric SOA § How to recognize Entry Point to Connectivity Underlying Connectivity to Support Business-centric SOA § How to recognize the entry point 4 Business needs/pain points § Modernization/conversion of backend systems needs to be isolated from applications § Speed up new application development and integration 4 IT needs/pain points § Manage all traffic to/from services consistently and with minimal redundancy § Flexibility to change service implementations and add service consumers § Strengthen governance of service § Business and IT benefits 4 Decoupling of service providers and consumers provides flexibility to implement applications more quickly 4 All service consumption is subject to consistent auditing, security, validation etc. 4 Speed availability of existing systems by leveraging existing messaging backbones © 2007 IBM Corporation

Project Considerations for Connectivity § Typical project outline 4 Service integration requirements and existing Project Considerations for Connectivity § Typical project outline 4 Service integration requirements and existing systems/middleware used to drive a service integration architecture and product selection 4 A few new or existing services and new consumer application(s) are identified 4 Expose the new/existing services using ESB and develop ESB messaging flows and mediations 4 Deploy and manage the ESB solution 4 Iteratively add components and features to the service integration architecture § Common technical considerations 4 Pilot projects are simplified, if the integration is internal and security is minimal 4 Services can be exposed to external organizations through extensions to your internal ESB implementation 4 Put basic monitoring in place from the beginning 4 Use ESB to mediate between non-standards based systems and new standards based systems © 2007 IBM Corporation

Entry Point to Creating and Reusing Services Create Flexible, Service-based Business Applications § How Entry Point to Creating and Reusing Services Create Flexible, Service-based Business Applications § How to recognize the entry point 4 Business needs/pain points § Freedom to outsource without impact to existing applications § Turn proprietary systems into marketable business assets 4 IT needs/pain points § Leverage existing IT investment § Need to consolidate redundant systems § Business and IT benefits 4 Unlock the value of existing IT assets 4 Eliminate the costs associated with non-key functions © 2007 IBM Corporation

Project Considerations for Creating and Reusing Services § Typical project outline 4 Refactor a Project Considerations for Creating and Reusing Services § Typical project outline 4 Refactor a CICS program, create services and expose them for individual consumption 4 Define the interface for a non-core function; work with a partner to implement that function as a service with the interface you’ve defined § Common technical considerations 4 Define and expose services at the appropriate level of granularity to represent reusable business functions 4 Leverage adaptors, connecters and gateways where possible 4 Use a Service Component pattern to access legacy systems © 2007 IBM Corporation

What differentiates SOA from claims like this in the past? Standards § Broadly adopted What differentiates SOA from claims like this in the past? Standards § Broadly adopted Web services ensure welldefined interfaces. § Before, proprietary standards limited interoperability Organizational Commitment § Business and IT are united behind SOA (63% of projects today are driven by LOB)* § Before, communication channels & ‘vocabulary’ not in place Degree of Focus Connections Level of Reuse § SOA services focus on business-level activities & interactions § Before, focus was on narrow, technical sub-tasks § SOA services are linked dynamically and flexibly § Before, service interactions were hard-coded and dependent on the application § SOA services can be extensively re-used to leverage existing IT assets § Before, any reuse was within silo’ed applications *Source: Cutter Benchmark Survey © 2007 IBM Corporation

Analysts Position IBM in the Lead “. . . IBM is the leader in Analysts Position IBM in the Lead “. . . IBM is the leader in the development of SOA intellectual property. . with firmwide SOA investment of $1 billion, IBM will leverage cutting-edge R&D, leading to quicker SOA value and reusable SOA assets for clients. ” The Forrester Wave™: North American SOA Integration, Q 3 2006, September 2006 2005 SOA Market Share web. Methods 3% Other 5% “Business Process Analysis Tools 2006” by Michael J. Blechar, Jim Sinur (27 February 2006) Sun 4% Oracle 5% “Data Quality Tools, 2006” by Ted Friedman, Andreas Bitterer (21 April 2006) “Horizontal Portal Products 2006” by D. Gootzit , G. Phifer, R. Valdes (16 May 2006) SAP 6% IBM 46% Tibco 8% Microsoft 10% IBM in the Leader Quadrant in Seven SOA-focused Gartner Magic Quadrants BEA 13% Source: Winter. Green Research, 2006 “Customer Data Integration Hubs, 2 Q 06” by John Radcliffe (26 May 2006) “OOA&D Tools, 2 H 06 to 1 H 07” by Michael Blechar (30 May 2006) “Security Information and Event Management, 1 H 06” by Mark Nicolett, Amrit T. Williams, Paul E. Proctor (12 May 2006) “User Provisioning” by Roberta J. Witty, Ant Allan, Ray Wagner (1 H 2006) IBM owns 37 percent of the $8. 5 B application and middleware market, well ahead of its next closest competitor. * * Source: “Market Share: AIM and Portal Software, Worldwide, 2005" by Joanne Correia (June 2006) © 2007 IBM Corporation