Paul Brown Org Man Issues V1

Founding Sponsors

This Presentation Courtesy of the

International SOA Symposium

October 7-8, 2008 Amsterdam Arena

www.soasymposium.com

[email protected]

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Organizational and ManagementOrganizational and Management Issues Vital to SOA and BPM Success

Paul C. BrownPrincipal Software ArchitectPrincipal Software Architect

© 2008 TIBCO Software Inc. All Rights Reserved.

In the Beginning, Architecture was Simple…

… and evolved slowly… and evolved slowly


2

Communications Helped Communities to Emerge…

… and grow


3

Better Infrastructure Fostered Denser Communities…

… and more of them


4

So How Do You Organize and Manage All This?

How do you ensure you get the business results you want?

The desired business benefitWithin cost constraintsWhile preserving the flexibility to address tomorrow’s needs


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p g y• i.e. avoid the “big bang” and evolve gracefully

Total Architecture


The Idealized Enterprise View Looks Simple

A functional organization with well-defined responsibilities…


7

But There Is a Lot of Dialog Between the Organizations

How do you make sense of this?


8

You Think in Terms of Business Processes

This picture does pnot tell you how the order-to-cash process actually works!


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Order-to-Cash Process Scope

Business Process Models Provide That Understanding

Activities and their structureParticipantsp

Swimlanes represent rolesActivities in the lanes represent responsibilitiesrepresent responsibilities

Interactions between participants

Artifacts• Messages• Physical objects

Relationships to activitiesp

Interactions with other business processes

Where does the product


10

Where does the product catalog come from?

You Must Think About Information as Well

Understanding utilization scope tells you little about the information itselfinformation itself


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Sales Order Information Usage

Logical Data Models Provide That Understanding

But models don’t Shipping NoticeAddress

0..1

characterize:Who owns the dataShipment Order

Invoice

-invoiceAmountSales OrderCustomer1 0..*

1 10..1

1 *

-billingAddress -shippingAddress

• Organization• System

Wh th d tShipment Order Line ItemSales Order Line Item

-status

Shipment

1 0..

0..1

1 0 *

**

Where the data physically lives

Shipment Order Line Item

-quantityShipped-quantity-price

1 0..*

*

Where data is replicated

• How consistency is

Saleable Product

-SKU

1


12

consistency is maintained

Each “Organization” is Actually a Stack

There may be multiple pcomponents at each layer:

I t f

InterfacesLogic componentsData componentsData componentsInfrastructure


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Traditional Means of Supporting Organizational Interaction

Conversation –human level

EAI – logic level

ETL – data level


14

People May Interact with Multiple Systems

EAI and ETL can be used within an organization as well


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Overall, Understanding Interactions is Complicated

People

InterfaceLogicDataInfra



People People

People




People

People




People




People




People

InterfaceL iInterface Interface

People

InterfaceL iInterface Interface




People

InterfaceLogicData

InterfaceLogic

InterfaceLogic







People

InterfaceLogicData

InterfaceLogicD

InterfaceLogicD tData

InfraLogicDataInfra

LogicDataInfra

People




DataInfra

LogicDataInfra

LogicDataInfra


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This is the problem that SOA and BPM are supposed to solveInfra Infra

For Success, A Total Architecture Perspective is Required

Business ProcessesSales order managementInventory managementAccounting

PeoplepParticipants in the business processes

InformationInformationWhat information is being used

SystemsSystemsComputers, networks, applications, infrastructure

Business Purpose


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Business Purpose

O i ti lOrganizational Issues


Business Processes and Services Cross Organizational Boundaries

Services and Integrations Span Silos

Lack of Overall Responsibility

ServiceInterface

Shrinking Time

Frames

Data Center

ApplicationSilo

ApplicationSilo

Services, Integration,

andProcess

ManagementSilo

ApplicationSilo

Front-Office Applications

External Applications


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Communications and Services Infrastructure

Many Development Processes Have Become Degenerate

They assume a single system is being worked on

Development QA ProductionRequirements


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Degenerate Processes Will Not Work for SOA and BPM

Multiple organizations and systems are involved

Development QA ProductionRequirements


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A Richer Development Processes Is Required

Governance at work!


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Who Owns Projects That Span Silos?

Business Executive Sponsor

IT Executive Sponsor

Who owns projects that span silos?

Business Manager

Business Manager

Business Manager

Business Manager

Business Manager

Services,

Data Center

IT System Owner

IT System Owner

IT System Owner

IT System Owner

IT System Owner

IT System Owner

ApplicationSilo

ApplicationSilo

,Integration,

andProcess

ManagementSilo

ApplicationSilo




23

Communications Infrastructure

Multi-Silo Projects Include Members from All Silos

3 key leadership roles needed onroles needed on every project


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The Executive Sponsor Can’t Oversee All These Projects


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Enterprise Projects Group Should Manage These Projects

The group provides a reporting structure for projects that span organizational silos


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Who Provides the Cross-Project Service Perspective?Wh l k h d f f t ?

New Service

Who looks ahead for future usages?

Today’s Project

ServiceInterface

Future Project Call New

Service

ServiceInterface

Future Project Call New

Service


27

Service

The Enterprise Architecture Group Coordinates Projects

Establishes the visionEnsures projects collectively converge on a single

EnterpriseArchitecture converge on a single

coherent architecture

Maintains cross-silo perspective at all levels

Architecture

Business Process Architecture

Systems Architecture Data Architecture

perspective at all levelsBusinessApplication

Infrastructure Architecture

Infrastructure

Responsible for:Architecture

Application Architecture

Services ArchitectureStandardsBest practicesG

Architecture


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Governance

Total Architecture ManagementTotal Architecture

Management

E t i EnterpriseEnterpriseProjects

EnterpriseArchitecture

Business Process Architecture

Project Manager

Systems Architecture

Application Architecture

Business Process Architect Systems Architect

Architecture

Infrastructure Architecture

Project Manager

Business Process Architect

Services

Data Architecture

Project Manager

Systems Architect

Services Architecture


29Business Process Architect

Systems Architect

The Completed Organizational Picture

Business Executive Sponsor

IT Executive Sponsor

Business Manager

Business Manager

Business Manager

Business Manager

Business Manager

Total Architecture Management

Data Center

IT System Owner

IT System Owner

IT System Owner

IT System Owner

IT System Owner

IT System Owner

ApplicationSilo

ApplicationSilo

Services, Integration,

andProcess

ManagementSilo

ApplicationSilo




30

Communications and Services Infrastructure

Key Questions

Is there an architect on every silo-spanning project?

Responsible for end-to-end business process and systems design

How Are cross silo projects managed?How Are cross-silo projects managed?Who negotiates with silos?Who resolves conflicts?

Who validates the future applicability of services?FunctionalityGranularitySLAs


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The Challenges of Silo-Spanning Projects Are Diverse

Knowledge is scattered throughout the enterprise

For success, business and IT must alignTotal architecture focus on producing business value

New skill sets are requiredTotal (business process and systems) architecture( p y )Project management focused on business results

Clear ownership and control is needed for cross-silo projectscross silo projects

Executive sponsorship is needed to align prioritiesResolve political conflicts

A Proactive Enterprise Architecture group is requiredGuide multiple projects towards a cohesive whole

Governance is essential


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Governance is essential

For More Information…

Succeeding with SOA• The business and organizational

perspectiveperspective• For:

• CIO, COO, CManagers• Managers

• Enterprise and project architects

Implementing SOA• Creating the total architecture• ForFor

• Enterprise and project architects• CTOs


33www.total-architecture.com

Technology

Paul Brown Org Man Issues V1