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SOA Scenario: Patterns andGuidelines for Starting With SOA
and Moving to Advanced SOA
Anthony Bradley
mailto:[email protected]:[email protected] -
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SOA Emerging From Trough
of Disillusionment
According to Gartner Researchand 2008 SOA survey:
Mainstream companies aregaining SOA value
- Business agility benefits in over60% of respondents
- Over 50% experienced devproductivity benefits
- Over 40% gained sharing benefits
Some SOA success doesnt meanall SOA success
- Still a large number of SOA
disappointments- Not SOA bad but bad SOA
Leaders and architects mustunderstand SOA benefits and howto get there
SOA Proven Transformative Power
From "Hype Cycle for Application Architecture, 2008
3 July 2008 (G00159029)
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Key Issues
1. What is SOA and how can it delivervalue?
2. What are and will be the prevailing
software patterns in SOA?
3. How does IT modernization contribute toSOA?
4. What are the emerging softwaredevelopment practices and their affinitywith SOA?
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SOA Fundamentals
SOA is an architectural approach tobuilding systems
delivering 2 major categories of value
- Sharing (also called leverage
and reuse)-Agility (ability to change morerapidly)
through 2 fundamental principles
- InterfaceAbstraction- Modularization
1. Modular
2. Distributed3. Discoverable
4. Swappable
5. Shareable
Gartners Five Criteria
for a SOA Application
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The Gartner SOA Business Case Framework
Components of the Framework1. Elements (30) describe
fundamental SOA value
propositions and cost areas.2. Elements are chained together for
end-to-end traceability.3. Chains are grouped into bundles
according to the nature of the SOAproject.
4. Each element has a descriptiveprofile.
5. Chains and bundles assemblerelevant element profiles into SOAjustification.
The goal is to understand, identify and assemble SOAvalue information to create a business case document.
Elements
Chains
Bundles
Profiles
Justification
Business Case Document
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Elements Capture SOA Characteristics
6. SOA Principles
Modular
Swappable
ShareableClearly Defined
Distributable
6. SOA Principles
Modular
Swappable
Shareable
Clearly Defined
Distributable
3. SOA Technology Benefits
Standardized Systems Integration
Faster Application Development
Enhanced Functionality Evolve-ability
Improved Systems Deploy-ability
Improved Systems Scalability
Better Process Visibility
Discover Functionality Retirement
IT Modernization andTechnology Refresh
Legacy Systems Extension
Enhanced Capability Sharing
5. Costs/RisksServices Governance
Information Security
Systems Management
End-to-End Performance
Architecture Effort
Skills Available
Technology Maturity
Organizational Capabilities
3. SOA Technology Benefits
Standardized Systems Integration
Faster Application Development
Enhanced Functionality Evolve-ability
Improved Systems Deploy-abilityImproved Systems Scalability
Better Process Visibility
Discover Functionality Retirement
IT Modernization andTechnology Refresh
Legacy Systems Extension
Enhanced Capability Sharing
5. Costs/RisksServices Governance
Information Security
Systems Management
End-to-End Performance
Architecture Effort
Skills Available
Technology Maturity
Organizational Capabilities
2. SOA Business Benefits
Business Process Agility
Cost Reduction or Avoidance
Time to New Capability
Business Scalability
Increased Business Coordination
Enhanced Information Quality
4. Costs/Risks
Business Process Management
Cost Increases
Business Operations Impact
Organizational Culture
2. SOA Business Benefits
Business Process Agility
Cost Reduction or Avoidance
Time to New Capability
Business ScalabilityIncreased Business Coordination
Enhanced Information Quality
4. Costs/Risks
Business Process Management
Cost Increases
Business Operations Impact
Organizational Culture
1. Business Impact
Revenue Growth
Market ShareGrowth
Better Profitability
CompetitivePosition
RegulatoryCompliance
1. Business Impact
Revenue Growth
Market ShareGrowth
Better ProfitabilityCompetitive
Position
RegulatoryCompliance
Traceability
Traceability
Provides a framework for
targeting application challenges
as SOA opportunities
Provides a framework for
targeting application challenges
as SOA opportunities
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Message-style
interfaces
The SOA Application Pattern Taxonomy
Software as Business Services
SOAEvent-driven
SOA
Request-driven
SOA
RPC WOA
WebServices
Encapsulated (opaque)
published software servicesSeparately-defined formal
service interfaces
Driven by open-ended event
notifications
Driven by named
requests for work
IDL-based
interfaces
REST\Web-based
interfaces
WS-* orSOAP
MQ
WS-Notification
or WS-EventingEvent-object style
interfaces
Pub/Sub
WS-Reliable
Messaging
Web
Services
Web
Services
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FederatedComponents
SimpleInterface
Generic
Systems
Ex
te
n
s
ib
le
What Is Web-Oriented Architecture
(WOA)?
Sub-style of SOA
WOA=SOA+www+REST
Fundamental REST principles:
- Identification of resources
- manipulation of resourcesthrough representations
- hypermedia as the engine ofapplication state
- self-descriptive messages
- application neutrality
Web- HTTP: Get, Post, Put, Delete
- URL addressability
- No session state
The Hourg lass Model of
Middle-Out Arc hi tecture
Uncertainty
Uncertainty
Generic
Identifier: URLFormat: Atom
Protocol:HTTP
GETPUT
Any Web user
Any Web resource
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Logical Unitof Work
Start
End
Request
Handler
Advanced SOA: Events, Requests and State
EventHandler
Event
Notification
Business Process
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Advanced SOA Initiatives Require Sophisticated
Infrastructure: The SOA Backplane
Non-SOA Wrapped Application
MultichannelPortal
CompositeApplication/
Mashup
WrapperWrapper
Services Application Logic
Native SOA Application
Interface Interface Interface
SOA Backplane
BPMApplication
Wrapper
BPM Technology
Portal Product, EAS,Composite Application Tools,
Mashup tools
Portal Product
Adapters,
ProgrammaticIntegration Servers
TPM, EAS
All-in-One Application Platform Suite
ESB, IS,
Appliances
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SOA Without Governance
(aka Degenerating SOA)
Shelfware SOA A working SOA is
implemented, butfew applicationsactually use thepublic services.
Most applications remain
as they are. There's little buy-in
from several businessunits, no agreed-onapplication architecturecompanywide andreuse is an unkeptpromise.
The intentions aregood, but SOA is awaste of resourcesand won't deliverbenefits.
"Wild West" SOA The most common case
of a degenerated SOA.
Services proliferatewildly because noformal service definitionprocess is in place.
Frequently fueled bywidespread enthusiasmabout the ease-of-useof Web services.
No central registry;nobody knows howmany services are
in place, where theyare or what they do.
Extremely difficultsituation to fix andgain control of.
Duplicated SOA Slightly more disciplined and
more devious version of aWild West SOA.
Simply too large; maycontain more than 1,000services.
Although "things work well,"many services havesignificant unplannedduplication
Rewarding mechanisms forcreating reusable servicesand reusing establishedservices are vague.
Little reuse andmaintenance costs multiply.
Companies are oftenreasonably happy with thisSOA, even though theirsavings would multiply ifthey reduced the level ofduplication.
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Main RACI Table for SOA Governance
All CoE
Process Owners,Application Developers,
Operations,Security Experts,**
DB Experts**
EnterpriseArchitects,ApplicationDevelopers,
Process Owners*
Enterprise Architects,Application Developers,
Process Owners*
Who ownsthis service?
Application
Developers,Service Owners
Process Owners,Application Developers,
Operations,Security Experts,**DB Experts**
SOA ProjectSponsor,IT BudgetCommittee
Enterprise Architects,Process Owners,
Application Developers,IT Budget Committee
Who's going topay for the
development &maintenanceof this service?
If a new, reusableservice is agreed,
all CoE; if not,service ownersof the servicesthat are reused.
Application Developers,Process Owners,*
Integration Tech. Vendors,*Security Experts,**
DB Experts**
EnterpriseArchitects,
CoEAdministrators
Enterprise Architects,CoE Administrators,
Application Developers,Process Owners*
Is this really anew, reusableservice?
All CoE, SOAProject Sponsor
Process Owners,Application Developers,
Security Experts,**
DB Experts**
EnterpriseArchitects,CoE InternalMarketing,
Process Owners
Enterprise Architects,Application Developers,CoE Internal Marketing,
Process Owners,
SOA Project Sponsor*
Which servicesto do first?
All CoE
Process Owners,Application Developers,
Security Experts,**DB Experts**
EnterpriseArchitects
Enterprise Architects,Application Developers
Which servicesto do?
InformedConsultedAccountableResponsibleDecision
* For coarse granularity, highly reusable services
** Depending on the nature of the service
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IT Modernization A Flight to Flexibility
Is IT producing theIs IT producing the
right level ofright level of
performance at aperformance at a
competitive price?competitive price?
Is IT helping to improveIs IT helping to improve
business results inbusiness results in
existing markets?existing markets?
Can IT help theCan IT help the
business move to newbusiness move to new
markets ?markets ?
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The Pace of Change for Modernization
Staffing, Skills
Consolidation
Agility/need for speed
IT Drivers
Virtualization is everywhere
SOA Initiatives
Facilities and Infrastructures
Packaged Applications
Technology Drivers
Social Networking
Consumerization
Green Business
Market Drivers
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IT Modernization The Domino Effect
14
Aging IT infrastructures and applications,
coupled with an increased need to be responsive
to business demands have forced many
organizations to rethink traditional incremental
technology improvement programs and focus on
a holistic IT Modernization program.
Finding and fixing
the Dominos
Trinity Millennium Group
BluePhoenix
Speedware
HP
Microsoft
Micro Focus
Oracle
TSRi
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Software Development: The Future is Now
~250 Billion lines of legacycode, 200 million lines ofCobol.
The Services being builttoday will last for.
>10K FacebookApplications, Force.Com,Amazon Web Services are
available today
Long-term Impact of Short-term Actions
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Gartner's Maturity Model for
Application Organizations
Level 1 Level 2 Level 3 Level 4 Level 5
Ad Hoc Repeatable Defined QuantitativelyManaged
Optimizing
Maturity
Low
High
Processesnot specified
Individuals
determine
Reinvent
wheel each
time
Teams
establishprocesses
Repeatable
within team
Little cross-
discipline
activity
Processes
defined and
documented
Consistently
followed
across theorganization
Little rework
Synergy
among
disciplines
strengthens
Measuresindicate
process
performance
Identifies
gaps
Automated
process
generatesdata for
measures
Interdepend-
ency among
disciplines
emerges
Process
limitations
recognized Clear
improvement
responsibility
assigned
Consistently,
reliably and
regularly
improvesbased on
measures
Interdepend-
ency among
disciplines is
essential
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APPLES VERSUS ORANGES
Legacy Versus New Dev Platforms, circa 2010
LegacyApps
NewApps
Hybrid or
Mashed Up
Senior
Developer
Power
User
Junior Dev
VB6
MicrosoftPopfly
YahooPipes
Amazon
Web
Services
Force.com
Google
App
Engine
Java EE
VB.Net
LAMP
(PHP, RoR)
Excelwith
Macros
Google
Docs?
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Recommendations
Treat SOA as a strategic initiative.
Justify and measure SOA success
Use a systematic approach to designing servicesfor particular and extended use.
Advance gradually through SOA stages of maturity.
Establish a competency center to coordinate SOAefforts.
Address SOA as part of an IT modernization effortExplore new development methods to achieve the
agility and sharing benefits of SOA