partner webcast: oracle soa governance - 4 october 2012

1 Copyright © 2012, Oracle and/or its affiliates. All rights

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SOA Governance Framework

Gregor Raýman ([email protected])

A&C Fusion Middleware Specialist


reserved.

What is Governance Various Aspects of Governance

Definition Decision Making

Compliance Asset

Management

“Law” - the set of processes

and policies, that affect the way

stakeholders are directed,

administered or controlled

“Police” - establishes &

administers policies in an

environment to influence and

enforce actions & behavior that

align with business needs

“Government” - specifies

the distribution of rights and

responsibilities among different

stakeholders, and defines the rules

and procedures for making

decisions

“Administration” - harvesting and management of key assets owned by an organization in order to promote and enforce their use for maximum business benefit


reserved.

Governance Hierarchy

Corporate Governance Driven By Regulatory Requirements

The board works with senior management team to implement governance

principles and policies that ensure effectiveness of organizational

processes

• Financial

• Physical

• Intellectual Property

• Employee

• Relationships

• IT

• Sarbanes-Oxley

• HIPAA

• Expense Approvals


reserved.


IT Governance Cannot be solved by technology alone

IT Governance processes govern decision making around investment

decisions, client relationships, project management and other important IT

operational areas

• IT is aligned with the business

• IT enables the business and

maximizes benefits

• IT resources are used

responsibly

• IT risks are managed

appropriately

• Every corporation has some

form of formal and/or informal IT

governance


reserved.


Enterprise Architecture Governance Cannot be solved by technology alone

The practice and orientation by which enterprise architectures and other architectures are managed and controlled at an enterprise-wide level

• Controls over the creation and

monitoring of all architectural

components and activities, to ensure

the effective introduction,

implementation, and evolution of

architectures within the organization

• A system to ensure compliance with

internal and external standards and

regulatory obligations

• Architecture Design


reserved.

Unified Governance Framework Must Cater for All Technology Strategies

ITSO Unified Governance Framework

An agile, efficient decision and accountability framework to effectively

direct and assist in realizing the benefits of ITSO, while encouraging a

cultural evolution in how an organization delivers value to enterprise

• Focusing on ETS & ORA assets such as

the lifecycles of services, process, data

portfolios, policies, practices, metadata

and composite applications

• Managing assets in compliance with a

company’s standards, policies and

strategies

• Risk mitigation strategy

• Process that is influenced through

organizational behavior and

establishment of structured processes.

• Requires technology to automate

governance as much as possible to

enable speedy decisions and actions


reserved.

Relationships of Governance Disciplines Extends, Supports, Aligns

Corporate Governance

IT Governance EA Governance

ITSO Unified Governance Framework

SOA Governance

BPM Governance

Data Governance

Cloud Computing Governance

E2.0 Governance

Supports Supports

Extends Extends

Aligns

Influences

Open Group Governance Relationships: “SOA

Governance should be viewed as the application of

Corporate Governance, IT Governance and EA

Governance to Service Oriented Architecture. In effect,

SOA Governance extends IT and EA Governance

ensuring that the benefits that SOA extols are met. This

requires governing not only the execution aspects of

SOA but also the strategic planning activities”


reserved.

Unified Governance Reference Model

Vitality Governance

Active Leadership, Alignment & Strategic Planning

Asset Portfolio

Governance

Lifecycle Governance

(Design Time, Operational Time)

Processes, Policies, Tools and Governance Infrastructure

Organizational Governance


reserved.

Unified Governance Continuous Improvement

Loop E

xecu

tion

S

tra

teg

y &

Pla

nn

ing

ITSO Unified

Governance

Continuous

Improvement

Loop

Plan & Define Define/Refine ITSO unified

Governance Model including

policies, quality gates,

supporting tools and

infrastructure

Analyze & Evaluate Analyze metrics and check

results versus expectations.

Evaluate effectiveness and

vitality needs.

Deploy & Execute Execute current iteration of

ITSO Unified Governance

Roadmap by

deploying/updating associated

governance processes,

organization and technology

Manage & Monitor Manage and enforce policies,

while monitoring and ensuring

quality levels. Surface metrics

and analytics for decision

support..


reserved.

SOA Governance Definition

An agile and efficient decision and accountability framework to

effectively direct and assist in realizing the benefits of SOA, while

encouraging a cultural evolution in how an

organization delivers SOA to the enterprise


reserved.

SOA Challenges The Technology is Seldom the Challenge

Pilot SOA Project

Departmental Service Reuse

Enterprise-wide SOA Adoption

Go

ve

rna

nce C

ha

llen

ge

Complexity


reserved.

Common Barriers to SOA Success

• Lack of tools and infrastructure

• Standards proliferation

• Standards Compliance

• Business/IT Relationship

• Multiple Silo-ed SOA’s

• Lack of Best Practices

• Organization Friction

• Confusing priorities

• Enterprise vs LOB Decisions

• Lack of SOA Roadmap

• Funding

• Charge-Back Models

• Lack of appropriate service

engineering approach

• Maturity of Web Services

Standards

• Service Sprawl

• Registry Sprawl

• SOA Portfolio Management

• “Right-Click Architecture”

• Culture Change

• Change Management

• Lack of appropriate

operational processes

• Lack of skills and experience

• Hype versus Reality

• Track & Communicate

Progress

• Policy Enforcement

(Automated, Manual)

• Fragile SOA Implementation

Sample SOA Challenges


reserved.

The Need for SOA Governance

• Risk Reduction

• Control dependencies, manage the impact of change, enforce policies, manage SLAs

• Value and Cost Savings

• Ensure that project investments yield business value while promoting consolidation, standardization, and reuse

• Alignment

• Keep SOA aligned with the business and architecture policies

• IT Agility

• Rapid decision making and solution delivery by increasing visibility.

• SOA Involves Many Boundaries

• Services can be distributed in nature

• Compliance and reuse are not automatic

• Larger Cross LOB Projects

• Cross-organization involvement in service engineering

• New set of skills, experience, and tools are required

• Increasing SOA Assets

• Visibility & Dependency are key

• Services, Policies, Schema, Reference Architecture, SOA Strategy, Roadmap, Standards, Best Practices


reserved.

One Size Does Not Fit All SOA Maturity Influences SOA Governance Requirements

Where is your enterprise?

“It is an overkill to apply formal discipline

and governance to small SOAs

(consisting of 50 or fewer services).”

“Lack of working governance mechanisms

in medium to large (more than 50

services) post-pilot SOA projects will be

the most common reason for project

failure“ Source: Gartner


reserved.

No Single Governance Model Every Organization has to Define/Refine their Own Model

• What decisions need to made for your organization to have effective SOA Governance?

• Who should make these SOA Governance decisions?

• How will these SOA Governance decisions be made and monitored?

• What Structures, Process, Communication, Tools should be deployed


reserved.

Integrate and Extend SOA Governance of Industry Standard Frameworks

Execu

tio

n D

ep

th

Topic Coverage

IT Operations IT Management IT Strategy Enterprise

Architecture

TOGAF

COBIT

ITIL

SOA Governance

Integrate

Extend


reserved.

SOA Governance Benefits and Goals

Link Vision and Strategy

Improve Decision Making

Effectively Manage Change

Enable Control Foster

Enterprise-wide Collaboration

Track SOA Investments and Returns


reserved.

SOA Governance Model Must Support

• Visibility Understand what assets are (not)available Identify types of assets, relationships, and portfolio taxonomies that existing and future assets can be applied against.

• Vitality Keep portfolios fresh and current Auto harvesting of assets and updating of portfolios as much as possible to reduce manual overhead and costs.

• Lifecycle Management Consistent management of assets Repeatable and standardized processes applied against assets throughout their lifecycle with supporting tools, roles and responsibilities.

• Consumption Deliver on the promise of SOA investment Standardized process and policies to enable reuse.

• Change Management Reduce risk by understanding impact of change Notification of pending change by understanding asset technical and organizational dependencies and relationships.

• Demonstrate Value Measure value and progress Track progress of program and determine value of Services.

• Close The Loop Better understand assets Definition, Collection, and Comprehension of design-time and run-time metrics to understanding if assets are performing as expected.


reserved.

Applying SOA to the ITSO Unified Governance

Model

Vitality Governance


Asset Portfolio

Governance

Lifecycle Governance

(Design Time, Operational Time)


Organizational Governance


reserved.


Model SOA Vitality Governance


SOA Portfolio Governance Service Lifecycle Management Solution Lifecycle Management


SOA Organization Governance

SOA Reference Architecture &

Standards

SOA Strategy

& Roadmap Best Practices

SOA Metrics &

Scorecards

SOA Investment

Model

SOA

Infrastructure

Roles &

Responsibilities

Empowered

Structures

Communication

& Collaboration

Education &

Training Plans

Evangelism & Change

Management

Other Organization Capabilities

Categorization & Communication

Analysis, Identification, Roadmap & Sourcing

Business Alignment, Investment & Metrics

Services

Service Development LC

Service Operations LC

Solutions

Solution Development LC

Solution Operations LC


reserved.

SOA Vitality Governance



Standards

SOA Strategy


SOA Metrics &

Scorecards

SOA Investment

Model

SOA

Infrastructure

SOA

Governance

Continuous

Improvement

Plan & Define

Analyze & Evaluate

Deploy & Execute

Manage & Monitor


reserved.


• Purpose – All SOA Assets must be

routinely reviewed, to stay current, accurate, relevant

• Timing – Periodic, different periods per

asset type + improvement triggers



Standards

SOA Strategy


SOA Metrics &

Scorecards

SOA Investment

Model

SOA

Infrastructure

• Improvement Triggers

– Strategic Changes (IT, SOA,

Business)

– Operational Exceptions

– Technological

• Standards and Requirements

• Maturity

• Technology Availability


reserved.

SOA Portfolio Governance

• Metadata Management of all types of assets (processes, services, patterns, frameworks, applications, components)

• Mapping of relationships between software assets and the SOA, and the SOA to business objectives

• Visibility and transparency into services and related artifacts needed for project planning, impact analysis, investment decisions, ...

• Tools and metrics to asses compliance with policies and SOA ROI

Enable Informed SOA Decisions





• Governance must monitor

and regulate

• Identification & Categorization

• Evaluation & Approval

• Prioritization & Roadmap

• Funding & Charge-Backs

• Sourcing & Ownership


reserved.


• Guided by business and project requirements

• Capture & categorize requirements holistically – enterprise business requirements repository

• Plan portfolio requirements – Define taxonomy

– Inventory existing assets

– Discover services in production

– Manage assets and dependencies

– Define target service/solution portfolio

Enable Informed SOA Decisions





Service Analysis

Project Requirements

SOA

Requirements

Service Release

Planning

Service Identification /

Discovery

Enterprise Requirements

Prescribed Service Reuse

Functional Model

Service Candidates

Release Plan


reserved.

SOA Lifecycle Governance Service Lifecycle Governance

• Governs both design time and runtime

• Guides through formalizing control points for monitoring and policy enforcement. E. g: – Consistency of service delivery and compliance

– Standards, and guidelines to promote interoperability, re-use, and agility.

– Services are published and categorized

– Services are discoverable and reused

– Multiple versions of Services are managed in a standardized manner.


reserved.

SOA Lifecycle Governance

• Approve SOA Solution requirements • Harvest Opportunities

• Approve Solution model

• Architecture Alignment

• Check for existing assets or services to reuse or extend

• Analyze impact of dependencies

• Service Usage Plan

• Request Access

• Approve Solution Implementation

Solution Lifecycle Governance


reserved.

SOA Organization Governance

• Viable and pragmatic – not just management boards

• Funding Models are essential

• Leverage existing organizational structures

• Empowerment

• Names not important – Important are roles, responsibilities, areas of focus

Mandate AND Authority Purpose

• Assistance in building, supporting and

governing enterprise SOA initiatives.

• Existing and New Structures can form

SOA knowledge and enablement

centers - EA, PMO, ICC

• Build skills for enablement and support

project delivery teams

• Even though not mandatory, SOA COEs

manage risks around enabling

enterprise SOA.


reserved.

SOA Center Of Excellence

“SOA COE is an continuously evolving entity that addresses an

organizations SOA challenges through a standardized set of well-

defined best practices, technologies, methods, and processes, while

supporting solution teams with knowledgeable resources. This leads

to reduced risk, better manageability and economies of scale….”


reserved.

Define / Refine SOA COE Model

• Identify Challenges & Risks

• Define Processes & Policies – Governing Processes

– Governed SOA Processes & Quality Gates

• Define Roles & Responsibilities – COE Role - Advisory, Enablement, Enforcement – COE Longevity - Permanent, Transitional – COE Structure - Centralized, Federated

• Define KPI’s – Governance Metrics – COE Effectiveness Metrics – Define Dashboard

• Define Enabling Technology – Repository, Portal, Policy Enforcement

• Define Change Management Plan – Transition Roadmap – Communication / Education Plan


reserved.

Empowered Structures

LOB A LOB B

SOA COE

Enterprise

Data

Architect

Enterprise

Security

Architect

Methodologist Enterprise

Integration

Architect

SOA Enablement Team

Service

Engineering

Delivery

Team

Service

Advisory

Council

SOA Steering Board

VP

Architect CTO

Business

Sponsor

CIO

Domain

SME

Service

Librarian

Application

Architect

Standards

Committee

Project

Team

Delivery

Team

Application

Architect

Project

Team

Delivery

Team

Application

Architect Application

Architect

Delivery

Team

Delivery

Team

SOA Steering

Board Executive

Sponsorship

Set business priority

– enable alignment

Vision & Strategy

Establish funding

models

Exception

management

SOA COE

Strategy Execution

Reference Architecture Authority

SOA Skills & Resource Base

Adjudicates architectural priorities and issues

Enterprise Modeling for Service Architectures

Service Engineering Framework Compliance & Governance

Core team supplemented by all project architects

SOA

Enablement Team

Enables corporate competency development

Compliance Assurance

Project Enablement

Software

Factory

Service Eng.


reserved.

Service Engineering Structures Adjust to your SOA Maturity, Evolve

No SOA

Ad Hoc SOA

Opportunistic SOA

Systematic SOA

Managed SOA

Optimized SOA

SO

A M

atu

rit

y L

evel

No Implementations

Cross Divisional

Enterprise Wide

Division Level

Project Level

SOA Adoption Level

Program Level

Expanding

Exploring

Exploiting

Embedded Service

Factory

Service Factory Enterprise Service

Factory

Shared Resource

Service Factory


reserved.

Service Engineering Structures

• When:

Regularly used in initial SOA project efforts and/or small SOA

initiatives.

• Goal:

Respond to project concerns (e.g. Alleviates project management

reporting concerns and high response needs of a project).

• Responsibility of COE:

Provides a single unit that is responsible for producing services for

“each project team” and are considered part of the project team to

which they are assigned.

• Note:

Important to maintain a strategic focus by balancing short-term goals

of individual projects and long term SOA goals

Embedded Service Factory

LOB A

Project

Team 1

Delivery

Team

LOB B

Project

Project

Team 2

Delivery

Team

Embedded

Service

Factory

Embedded

Service

Factory

SOA COE

Service

Advisory

Council

Producer Services for Services Alignment


reserved.


• When :

Regularly used in SOA efforts with increasing SOA

maturity

• Goal :

Enable separation of concerns and varying delivery

methods.

• Responsibility :

Provides a unit that is responsible for producing

and maintaining services for a “single organization

entity“

• Note:

Service Factories can provide support both within a

centralized IT entity and/or a domain such as a

LOB or Portfolio.

Service Factory LOB A

Project

Team 1

Project

Team 2

Service

Factory

LOB B

Project

Team 3

LOB C

Project

Team 4

SOA COE

Service

Factory

Service

Advisory

Council



reserved.

• When:

Regularly used in SOA initiatives where SOA skills are at a

premium and there is an increasing adoption.

• Goal:

– Address resource / skills availability concerns.

– Improve project relationship and responsiveness

• Responsibility:

Provides dedicated resources at the central IT level to support

individual project specific producer requirements while

increasing resource sharing opportunities.

• Note:

Allows skills and resource sharing between service factories

while still have a focused services delivery team.

Shared Resource Service Factory


SOA COE

LOB C

Project

Team 3

LOB B

Project

Team 2

LOB A

Project

Team 1

Shared Resource Service Factory

Service

Advisory

Council

Service

Factory

Service

Factory

Service

Factory

Shared Resources



reserved.

• When:

Used in more mature SOA initiatives with considerable

enterprise adoption.

• Goal:

Skills Availability and Services Alignment Concerns

• Responsibility:

Provides a unit that is responsible for producing and maintaining

services for the whole organization

• Note:

The enterprise Service Factory is sub-divided into specific

business and/or technology areas for better skills and service

classification focus.

• Effective environment to foster business and technology

knowledge in IT staff via rotational opportunities

Enterprise Service Factory



Portfolio A

LOB

A

LOB

B

Portfolio B

LOB

B

LOB

C

SOA COE

Enterprise Service Factory

Service

Advisory

Council

Business

Service

Factory

Data

Service

Factory

Portfolio

Service

Factory


reserved.

SOA Organizational Governance

• Education & Training – To build skills and confidence

• Change Management – Identify and engage all impacted stake holders

– Communicate early and often

– Credible Case and Rationale for SOA

– Define metrics for stakeholder and inform them about impact on them

– Include lower level employees in decision making to gain commitment

– Obtain buy-in in areas like future vision, goals, strategy, …

– Both technical and business training and mentoring

– Strong, active, visible and continual support from the sponsor

– Pro-actively communicate all policies – when needed explain more then once

How to Gain Acceptance and Embracement


reserved.

SOA Organizational Governance How to Gain Acceptance and Embracement (3E Models)

Encouragement Enforcement Enticement

The Hope Strategy

• E.g. EA group defines

standards, best practices

• Then “encourages” teams to to

use them.

• Has Mandate, Lack Authority

• Most Common

• Least Successful

The Carrot Strategy

• Links inducements to project

success

• Success measured not only by

on time delivery

• Metrics like: reuse, business/IT

alignment, …

• Metrics and rewards

communicate the values and

motivate to behavior change

The Stick Strategy

• Defined standards, best

practices are enforced

• Teams either adapt them, or

else!

• Most Successful for adoption

• Negative Impact on Morale

COMBINATION


reserved.

Execu

tion

Str

ate

gy &

Pla

nn

ing

ITSO Unified

Governance

Continuous

Improvemen

t

Loop

Plan & Define Define/Refine ITSO unified

Governance Model including

policies, quality gates,

supporting tools and

infrastructure

Analyze & Evaluate Analyze metrics and check

results versus expectations.

Evaluate effectiveness and

vitality needs.

Deploy & Execute Execute current iteration of

ITSO Unified Governance

Roadmap by

deploying/updating associated

governance processes,

organization and technology

Manage & Monitor Manage and enforce policies,

while monitoring and ensuring

quality levels. Surface metrics

and analytics for decision

support..


Continuous Improvement Loop

Asse

ssm

en

t

Understand Understand SOA strategy,

current environment and

governance capabilities

Compare Compare capabilities

against best practices

Identify & Prioritize Identify and Prioritize

capabilities


reserved.

Organizational

Disciplines

Technology

Dominated

SOA Capabilities Assessment Oracle SOA Capabilities Model

Business &

Strategy

Organization

Governance

Projects,

Portfolio &

Services

Operations,

Administration

& Management

Information

Infrastructure

Architecture

Capability Domains

No SOA

Ad Hoc

SOA

Opportunistic

SOA

Systematic

SOA

Managed

SOA

Optimized

SOA

SO

A M

atu

rity

Le

ve

l

No

Implementations

Cross

Divisional

Enterprise

Wide

Division

Level

Project

Level

SOA Adoption Level

Program

Level

Expanding

Exploring

Exploiting


reserved.

Governance & Organization Capabilities Example Of Assessment


reserved.

Summary

9 No cookie cutter solution - “No one size fits all...“

10 Enterprise ITSO Governance requires more than the services

and/or process lifecycle to be governed

8 Build a 2 – 3 year ITSO Governance vision and deploy

incrementally

7 ITSO Governance is a process and not a project, therefore

measure progress and course-correct when needed

6 Set realistic goals and objectives for your near-term initiatives


reserved.

Summary

4 Successful ITSO Governance starts from the top to drive adoption

and commitment (Benevolent Dictator)

5 ITSO Governance requires process, people and technology

3 Do not assume automatic architectural compliance 3E's

(Encouragement, Enticement, Enforcement)

2 ITSO Governance Structures must have appropriate level of

authority to make and enforce decisions

1 Drive a successful ITSO program through education and

continuous communication


reserved.

Q&A


reserved.

CUSTOMER LOGO

“This slide format serves to call attention to a quote from

a prominent customer, executive, or thought leader in

regards to a particular topic.”

Name

Title, Company Name

blogs.oracle.com/IMC


reserved.