SOA for Support and Maintenance Steve Jones Head of SOA, Global Outsourcing, Capgemini

1 Brief Bio  Background in large scale systems  Capgemini’s executive sponsor for membership of JCP and OASIS  Member of variousstandards groups including OASIS SOA Reference Model and Open Group’s Business Architecture.  Developed Capgemini’s SOA Methodology that was contributed to OASIS  Wrote “Enterprise SOA Adoption Strategies” (feel free to buy a copy!)

2 Adopt the OASIS SOA Reference Model – there is a definition of SOA  Its independent  Its an OASIS Standard  Its applicable to business and IT services  Its not hooked into a vendors view of the world  Its been developed by people who deliver SOA to companies  Including NASA’s JPL  Its being used already in large scale SOA programmes  Architectural clarity is more important than personal optimisations

3 IT needs to change to be about Value, not cost Source: Economist Intelligence Unit

4 IT is changing

5 IT spend is on the old, not the new

6 What this means for SOA  If SOA is to truly deliver value then it must  Change the way we support systems  Change the way we manage systems  Change the way we modify systems  Start with the existing IT estate  Claims that SOA “sits above” legacy are wrong  EAI claimed that and failed  Mainframe systems still continue to be extended  ERPs are critical parts of IT infrastructures  Small scale applications are divorced from IT  Business non-IT functions are divorced from IT  Claims that SOA is about technology are bunk  OO wasn’t about C++, Smalltalk or Java

7 SOA’s impact SOA has to change all of IT, not just the way that it is implemented.

8 SOA is about how you think about IT

9 Delivering clear Business Service Architecture means  Aligning your governance to the BSA  Including new build and maintenance in a single structure  No more architecture just for “phase 1”  Having explicit business ownership of the architecture  Continually updating the architecture  Doing process second It impacts all IT, and its relationship with the business

10 Understand what your IT is worth, and how to deliver

11 Projects make monoliths – do programmes instead TCO not Cost to Live (CTL) 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

12 Apply SOA to support  Align your help desks to the services and their value  Capture change requests on service lines  Organise team leads around the services, not the technology  Make architects understand both the old and the new  Ensure that systems are continually evolving with the business  Stop the “legacy as deployed” problem  Manage the portfolio based on its value

13 Summary  SOA can’t be about just the new if it is to solve IT’s problems  IT organisations need to change the way they think  IT is changing, old assurances no-longer hold  SOA gives a single framework in which to make decisions  Adopt the OASIS SOA RM, it’s a good standard  Much better than picking a vendors’  Waste of effort to write your own

14 Additional reading     “Enterprise SOA Adoption Strategies” (feel free to buy a copy!)