1. © 2008 IBM Corporation SOA Sales Enablement Johannesburg 21 August 2008 SOA Governance: An Overview Joe Ruthven Business Development Manager, SOA joer@za.ibm.com

2. SOA Sales Enablement Johannesburg – 21 August 2008 2 What is Governance? Governance The establishment of chains of responsibility to empower people, measurement to gauge effectiveness, policies to guide the organization to meet their goals, control mechanisms to ensure compliance, and communication to keep all required parties informed IT Governance The application of governance to an IT organization, its people, processes, and information to guide the way those assets support the needs of the business. SOA Governance A specialization of IT Governance that puts key IT Governance decisions within the context of the lifecycle of service components, services, and business processes. It is the effective management of this lifecycle that is the key goal of SOA Governance.

3. SOA Sales Enablement Johannesburg – 21 August 2008 3 Why SOA Governance matters The promise of SOA A pile of services Without governance With governance "Without solid architecture and governance in place SOA is basically a waste of time.” - Redmonk "SOA Governance is most important. We need to settle it before we go into the implementation phase." - Mitsui-Soko Co SOA will not deliver long- term benefits to enterprises without effective Governance - Sagatuck

4. SOA Sales Enablement Johannesburg – 21 August 2008 4 When Do I Need SOA Governance?  When the organization reaches the stage where they would like to begin wide spread adoption of SOA, issues arise that demonstrate the need for a governance framework tuned and modified for SOA Many customers start their SOA journey by building a proof of concept or embark on a small pilot project. The objective is to demonstrate that the technology can be successfully used by the organization to build an SOA application.

5. SOA Sales Enablement Johannesburg – 21 August 2008 5

6. SOA Sales Enablement Johannesburg – 21 August 2008 6 Currency conversion service Accounting department App. 1App. 2 1. Provide a currency service that fills a specific line of business (LOB)‏ A scenario on the importance of SOA governance – step 1 * Scenario from Introduction to SOA Governance, Bobby Woolf.

7. SOA Sales Enablement Johannesburg – 21 August 2008 7 Currency conversion service Accounting department App. 1App. 2 Order fulfillment Sales Purchasing Legal 2. Other LOBs start using the service A scenario on the importance of SOA governance – step 2 1. Provide a currency service that fills a specific line of business (LOB)‏

8. SOA Sales Enablement Johannesburg – 21 August 2008 Reuse

9. SOA Sales Enablement Johannesburg – 21 August 2008 9 Currency conversion service Accounting department App. 1App. 2 3. LOBs increase use of services / quality suffers A scenario on the importance of SOA governance – step 3 2. Other LOBs start using the service 1. Provide a currency service that fills a specific line of business (LOB)‏ Order fulfillment Sales Purchasing Legal

10. SOA Sales Enablement Johannesburg – 21 August 2008 10 Overload ?

11. SOA Sales Enablement Johannesburg – 21 August 2008 11 Currency conversion service Accounting department App. 1App. 2 3. LOBs increase use of services / quality suffers A scenario on the importance of SOA governance – step 3 2. Other LOBs start using the service 1. Provide a currency service that fills a specific line of business (LOB)‏ Order fulfillment Sales Purchasing Legal x x x x xx

12. SOA Sales Enablement Johannesburg – 21 August 2008 12 QoS

13. SOA Sales Enablement Johannesburg – 21 August 2008 13 4. Service is fixed at provider’s expense Currency conversion service Accounting department App. 1App. 2 3. LOBs increase use of services / quality suffers A scenario on the importance of SOA governance – step 4 2. Other LOBs start using the service 1. Provide a currency service that fills a specific line of business (LOB)‏ Order fulfillment Sales Purchasing Legal

14. SOA Sales Enablement Johannesburg – 21 August 2008 14 4. Service is fixed at provider’s expense Currency conversion service Accounting department App. 1App. 2 3. LOBs increase use of services / quality suffers A scenario on the importance of SOA governance – step 5 2. Other LOBs start using the service 1. Provide a currency service that fills a specific line of business (LOB)‏ Order fulfillment Sales Purchasing Legal x x x x xx 5. Fix works temporarily but problem reappears

15. SOA Sales Enablement Johannesburg – 21 August 2008 15

16. SOA Sales Enablement Johannesburg – 21 August 2008 16 4. Service is fixed at provider’s expense Currency conversion service Accounting department App. 1App. 2 3. LOBs increase use of services / quality suffers A scenario on the importance of SOA governance – step 6 2. Other LOBs start using the service 1. Provide a currency service that fills a specific line of business (LOB)‏ Order fulfillment Sales Purchasing Legal 5. Fix works temporarily but problem reappears x x x x xx 6. Maintenance costs soar / provider ends service

17. SOA Sales Enablement Johannesburg – 21 August 2008 17 SOA Governance Factors to Consider 1.Garner C-level backing across the board 2.Engage the business and drive business value 3.Establish an SOA funding model for the long term 4.An enterprise architecture facilitates initial establishment of SOA governance 5.Commit to roles, responsibilities and resources 6.Get the message out 7.Be ready for SOA

18. SOA Sales Enablement Johannesburg – 21 August 2008 18 Defining SOA Governance Approach – What issues are we addressing? Who decides what shared services are needed and in which areas of the business they should be deployed? How will SOA development, execution, and maintenance of shared services be funded? How do we ensure that SOA projects remain aligned with business goals and deliver the expected business results? How do we bridge the fact that various organizations have their own objectives and that there are not always common goals?

19. SOA Sales Enablement Johannesburg – 21 August 2008 19 Define the Governance Approach  Define/modify governance processes  Design policies and enforcement mechanisms  Identify success factors, metrics  Identify owners and funding model  Charter/refine SOA Center of Excellence  Design governance IT infrastructure Monitor and Manage the Governance Processes  Monitor compliance with policies  Monitor compliance with governance arrangements  Monitor IT effectiveness metrics Enable the Governance Model Incrementally  Deploy governance mechanisms  Deploy governance IT infrastructure  Educate and deploy on expected behaviors and practices  Deploy policies Plan the Governance Need  Document and validate business strategy for SOA  Assess current IT and SOA capabilities  Define/Refine SOA vision and strategy  Review current Governance capabilities and arrangements  Layout governance plan SOA Governance Lifecycle

20. SOA Sales Enablement Johannesburg – 21 August 2008 20 SOA Governance encompasses 14 critical processes across the service lifecycle Service Planning Service Modeling Service Implementation Service Management Assemble Services Deploy Services Test Services Design Services Manage Service Levels Manage Service Security Manage Service Change Manage Quality of Service Specify Services Realize Services Identify Services Identify Service Owners Define Service Focus Feedback Loop Define Service Funding …performed by Boards and Roles …guided by Policies, Procedures, Standards …monitored by Metrics …supported by Tools

21. SOA Sales Enablement Johannesburg – 21 August 2008 21 Services must be compliant with the existing reference architecture Services should have a different response time based on the access method Policies and Metrics Services should be reused instead of created whenever possible 1 2 3 Policy % reused services response time  Other Examples of Metrics: –# of services identified by Domain Decomposition (top-down) –# of services identified by Goal-Service Modeling –# of candidate services –Time to complete design (high-level and low-level design) Metric # changes And trace them to Business Goals SGMM Process Service Design Service Deployment Service Architecture

22. SOA Sales Enablement Johannesburg – 21 August 2008 22 Center of Excellence (CoE) Role and Mission Makes SOA success Someone's Responsibility Socialize Architecture Communicate framework, best practices, assets, patterns, templates, recipes, methods and other blueprints Provide Project Support Provide direct project assistance to drive architecture and gain feedback on vitality & viability and harvest assets Provides Skills Transfer & Early Proof of Concepts Identify skills gaps and create development roadmaps Drive use of new technologies Provide Architecture Vitality & Thought Leadership Continuously assess, refine and architecture framework and supporting assets based on internal & external influences Promotes Asset Adoption Manage service, service component, pattern, data re- use processes to reduce project risk and accelerate delivery Conduct Architecture Reviews Perform independent design and architecture reviews for key applications Provides Best Practice Policy & Procedures Provide expert resources to accelerate delivery of critical architecture practices Production Support Enable infrastructure teams to execute on build/deploy, tuning, and metrics reporting Center of Excellence

23. SOA Sales Enablement Johannesburg – 21 August 2008 23 Governance at Design time - What issues are we addressing? How do I enforce established SOA governance policies and procedures throughout the service delivery lifecycle? How do I maintain and secure services assets while encouraging reuse? How can I improve my ability to deliver high-quality services and composite applications quickly and efficiently? How do I make sure that the applications I create and assemble do what the business wants them to do? How do I support a geographically disbursed team and maintain control? How do I know how my software assets are being used? What cost savings are there? How can I make sure that my developers have the right, high quality asset easily available? How do I prescribe and enforce the use of certain architectural standards? How do I link my project portfolio to my software assets and architecture? How do I control what projects can create new or access existing service assets? How do I know what assets in my environment use which services? How do I ensure alignment with architecture, standards and business goals?

24. SOA Sales Enablement Johannesburg – 21 August 2008 24 Governance at Run time - What are the issues are? "Wild West" or “Rogue” Services : EXTREMELY DIFFICULT TO GAIN CONTROL OVER  Services proliferate wildly because no formal service-definition process is in place  Nobody knows how many services are in place, where they are or what they do  Need to reconcile registered vs. deployed services (e.g. “rogue” services)  No leverage and no reuse – defeats a major benefit of SOA "Duplicated” Services: SUPERFICIALLY EFFECTIVE BUT LIMITED REAL SAVINGS  Too large and contain services often duplicated twice or more  Duplicated Web Services must be identified  Rewarding mechanisms for reusing and creating reusable services is vague  Little reuse while maintenance costs multiply, much higher than needed "Shelfware” Services: A WASTE OF RESOURCE, WON’T DELIVER BENEFITS  Few applications actually use the Public services. Most applications remain as they are  Approved and deployed services have not been used. Need to report on unused Web services to limit shelf-ware.  IT organization does not have information on usage of deployed services. No way to visualize what services are running.  Reuse is a promise that's never kept Unsecure Services : LIMITS SERVICE USE AND BUSINESS OPPORTUNITIES  Services are not used internally because they cannot be trusted  Security threats from external access. Cannot open up services to customers, partners, and suppliers due to lack of security.  Service usage is cumbersome due to multiple Authentication and Authorization systems needed to give partners access  Risk of security breaches, No leverage and no reuse of services Rigid Services: ROADBLOCK TO AGILE, FLEXIBLE BUSINESS PROCESSES  No automatic selection of service providers based on rules. Business rules are hard-coded in applications and services—difficult and expensive to change  SOA cannot respond in real time to service problems—services are not reliable  Need to be able to dynamically determine service to use based on observed qualities of service (QoS)  Need to be able to dynamically determine service to use based on message content or version  Promise of reduced maintenance costs with SOA is not realized, No leverage and no reuse of services Ineffective Service Management : SERVICES MUST BE MANAGED AS RESOURCES  Poor performance of service endpoints; SLAs not respected  Production disruption when changing service versions or adding / removing service endpoints  Services must be managed as any other resource. Web services must be monitored and issues mediated.  Web service failures can affect many business applications and processes

25. SOA Sales Enablement Johannesburg – 21 August 2008 25 IBM tool support for SOA Governance Define the Governance Approach Rational Method Composer Rational RequisitePro Rational Portfolio Manager WebSphere Business Modeler Establish the Governance Need Rational Method Composer Rational Portfolio Manager Deploy the Governance Model Incrementally Rational Software Delivery Platform Rational Change Management Rational Asset Manager WebSphere Service Registry and Repository Monitor and Manage the Governance Processes Rational Portfolio Manager Tivoli Composite Application Manager for SOA WebSphere Business Monitor

26. SOA Sales Enablement Johannesburg – 21 August 2008 26 Development-time Deployed / Run-time Federated Search & Publish ClearQuestClearCase Software Architect Generic Client (.Net or other) Bridge Development and Runtime Services with RAM and WSRR Service traceability to versioned assets and referenced artifacts Asset based development change, notification and review process Ensures services are developed consistently & in compliance with architecture CICS Datapower Business Services Fabric, ITCAM for SOA WebSphere ESB, Message Broker, Process Server Mediations based on WSRR Lookup for dynamic endpoint selection and binding Any CICS Web services provider program publish & read capability Web services client can publish and search  Not every deployed service is a reusable asset and not every reusable asset is a deployed service Publish Find Enrich Govern Manage WebSphere Service Registry and Repository Optimized service metadata access on WSRR Lookup for dynamic endpoint selection and binding Define Search/ Retrieve Create/ Modify Govern Measure Rational Asset Manager

27. SOA Sales Enablement Johannesburg – 21 August 2008 27 Summary Governance is a critical success factor for your customer’s journey to SOA. You need to focus on this to ensure success for your customer and for you. Lack of working governance mechanisms in midsize-to-large (greater than 50 services) post-pilot projects will be the most common reason for project failure (0.8 probability). (Gartner) Governance isn't optional- it's imperative. Without it, ROI will be low and every project out of pilot phase will be at risk. (Gartner) Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance. (McKinsey Quarterly) Winning Governance puts you in trusted advisor status. This is one of the critical sales to win to ensure follow on sales. Governance solutions include a combination of Service engagements and software tools. This is a combination that works to IBM’s advantage. Position IBM as the complete solution provider and our competitors as providing only a partial solution. We suggest including aspects of Governance in every SOA deal.