SOA in Transformational Government Using SOA to change

SOA in Transformational Government Using SOA to change thinking Steve Jones Head of SOA Global Outsourcing, Capgemini

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 1

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 2

IT is broken CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 3

IT is broken IT drives complexity Extremely visible failures Projects are designed to create failure Increasing support costs IT isn’t delivering Failure rates are high CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 4

No-one world CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 5

Challenges are increasing Cross department Sim r orde plifi b ross cati on C co Co ns st tra in ts y ac riv P CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 6

Challenges are increasing Cross department Sim r orde plifi b ross cati on C co Co ns st tra in ts y ac riv P CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 7

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 8

SOA’s impact SOA has to change all of IT, not just the way that it is implemented. CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 9

Technology != Change People Same Process Mentality Technology Same New Result Same CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 10

Technology != Change People Process Mentality Technology Result Same New Same Reorg New New CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 11

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 12

Business Service Architecture What Who § What: Defining the scope of services, this about determine what the services actually are. § Who: Who are the external actors that drive the services or with which the services interact. Why § Why: Identifying why one service talks to another, and why external actors interact with the services How § How: The detail about the processes that coordinate the services and also the detail on how a service itself will be implemented. CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 13

Why Manufacturing Send Materials Make Items Contact Sales Buy Check Stock Add to Stock Ship Order Bill Customer Ship Order Invoice Customer Pay Logistics & Warehouse Finance Order Pay Deliver Invoice Ship 3 PL Deliver Supplier CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 14

Why Manufacturing Send Materials Make Items Contact Sales Buy Check Stock Add to Stock Ship Order Bill Customer Ship Order Invoice Customer Pay Logistics & Warehouse Finance Order Pay Deliver Invoice Ship 3 PL Deliver Supplier CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 15

Then drill down - Manufacturing Level 1 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 16

Structure matters • Millions of “Services” • Disjoint from how the company works • Lack of clear ownership • Duplication • Missed opportunities • Unclear strategy • Driven by techies using Web Services • Clearly defined structure • Defined areas of shared ownership • Driven by how the company works • “Do it once, well” • Aligned to the business goals • Driven by how the business wants to react • Think about Process second • NOT THE SAME AS ORG CHARTS CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 17

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 18

There is no ONE answer Understand the Value Pick the process Operate Deliver CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 19

Understand the Value § Business Value != technical complexity § Some cherished IT systems have no real business value, just business cost § Understand the difference between CRITICAL and IMPORTANT CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 20

Understand the approach CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 21

Move from projects to programmes • Enables “fix and modify” cycle to be integrated into development • Stops projects “accidentally” creating monoliths • Keeps fix and modify cycles short • Aligns ownership directly to the business, not the project manager • Move from Cost to Live to TCO…. Measure later CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 22

This means… Utility/Cost Package Vanilla Separation of Concerns Clear Contracts Active Enforcement Sourcing Multi-source Collaborative ecosystem CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 23

Case Study: Large UK Government Department – SAP & SOA Solution Design • Timeline • 11 months for Finance and Procurement • 9. 5 months for HR • Other Details. Our Collaborative Approach • “Collaboration Zones” Capgemini • “Knowledge Burst” Partners Department • One Finance and Procurement for all • 1 central invoice processing center • 3 procurement centers Collaboration Zones • Adoption of best practice • One HR ESS/MSS/Payroll • 80, 000 payroll users, 104, 000 users • 5 m historical records • 100, 000 workflow requests a month • Standardised technology platform • my. SAP 5. 0 – integration with legacy • Multiple sub-contractors • Accenture, BT, Fujitsu • Direct engagement with the business • Standardised Architecture approach around SOA and business services • Working together to create a solution that works for the business, not for the technology. CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 24

Case Study: Large French Government Department - SOA Solution Design What worked • Timeline • Strict contracts • Multi-year rolling programme • Other Details. • Integration and standardisation between local, regional and national bodies • Long term migration • “One live” philosophy • Standardised technology National Regional Local • Collaborative Enforcement Programme • Work together for a decision Enforceme nt Policy • Then execute as agreed CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 25

Everyones Enterprise Stack Visibility Process Services Business Services Technical Services Platform Data Integration CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 26

Heterogeneity is normal BSB DSB SOApp ISB DSB ISB Legacy ERP DSB SOApp ERP Legacy CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 27

Key learnings § Pick you standards first § Architectural Clarity is more important than local optimisations § Don’t transform via IT, enable transformation with IT § Get the big picture clear… or be doomed. CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 28

Overview The challenge Why SOA needs a business view Business Service Architecture Impact on IT delivery Summary CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 29

Summary § SOA is not a technology change § Understanding the value of IT and the department it supports is critical § Delivery needs to be about collaborative partnering § Heterogeneity is normal, standards are king § Change the way you think first, then act. CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved 30