soa in transformational government using soa to change thinking steve jones head of soa global...

SOA in Transformational Government

Using SOA to change thinking

Steve JonesHead of SOA Global Outsourcing, Capgemini

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Overview

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Overview

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IT is broken

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IT is broken

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No-one world

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Challenges are increasing

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Challenges are increasing

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Overview

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SOA’s impact

SOA has to change all of IT, not just the

way that it is implemented.

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People Process Mentality Technology Result

Technology != Change

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People Process Mentality Technology Result

Technology != Change

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Overview

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Business Service Architecture

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: Identifying why one service talks to another, and why external actors interact with the services

How: The detail about the processes that co-ordinate the services and also the detail on how a service itself will be implemented.

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Why

Manufacturing Sales

Logistics & Warehouse Finance

Customer

Supplier3PL

Ship Order

Add to Stock

Send Materials

Make Items

Check Stock

Ship OrderBill Customer

Contact

Buy

Invoice

Pay

Invoice

Pay

Order

Ship

Deliver

Deliver

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Why

Manufacturing Sales

Logistics & Warehouse Finance

Customer

Supplier3PL

Ship Order

Add to Stock

Send Materials

Make Items

Check Stock

Ship OrderBill Customer

Contact

Buy

Invoice

Pay

Invoice

Pay

Order

Ship

Deliver

Deliver

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Then drill down - Manufacturing

Level 1

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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

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Overview

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There is no ONE answer

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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

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Understand the approach

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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

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This means…

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Case Study: Large UK Government Department – SAP & SOA

• “Collaboration Zones”

• “Knowledge Burst”

• Adoption of best practice

• Standardised technology platform

• Standardised Architecture approach around SOA and business services

• Working together to create a solution that works for the business, not for the technology.

• Timeline

• 11 months for Finance and Procurement

• 9.5 months for HR

• Other Details.

• One Finance and Procurement for all

• 1 central invoice processing center

• 3 procurement centers

• One HR ESS/MSS/Payroll

• 80,000 payroll users, 104,000 users

• 5m historical records

• 100,000 workflow requests a month

• mySAP 5.0 – integration with legacy

• Multiple sub-contractors

• Accenture, BT, Fujitsu

• Direct engagement with the business

Solution Design Our Collaborative Approach

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Case Study: Large French Government Department - SOA

• Strict contracts

• Long term migration

• “One live” philosophy

• Standardised technology

• Collaborative Enforcement

• Work together for a decision

• Then execute as agreed

• Timeline

• Multi-year rolling programme

• Other Details.

• Integration and standardisation between local, regional and national bodies

Solution Design What worked

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Everyones Enterprise Stack

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Heterogeneity is normal

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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.

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Overview

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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.