1. Shawkat Bhuiyan & David McClure Accenture SOA Practice Process Management: Taking Service Oriented Architectures to the Next Level

2. 2 Copyright © 2007 Accenture All Rights Reserved. Agency processes are often duplicated, inconsistent and rigid infrastructure Duplicated tasks, inconsistent data and statuses, cycle delays, slow processing, rigid infrastructure Data scattered across different systems Inefficient interactions in between organizations Performing the same or similar tasks multiple times on different systems Slow processing, difficult to track status Difficult to get a complete picture, implement new processes and modify existing Poor data quality Registering a business can challenging … System YSystem XSystem Z Government IT Employee A Employee B Employee C 1 2 4 5 6 0 Customer 3 System W Employee D 7 8

3. 3 Copyright © 2007 Accenture All Rights Reserved. Complex, multi-departments point of contacts, multiple location process – Information is spread across multiple systems and locations, no easy access to required data and functionalities – Customer needs to learn how governments systems or departments work – Services mirror the physical government organization, not the customer ’ s view of life and interactions with the Government – Inefficient, error-prone customer manual coordination across different systems System W System X System Y System Z Local Town hall Social Security Car Registration Plate Taxes Employee 1 Employee 2 Employee 3 Employee 4 Government Customer Moving home or changing address requires the customer to contact many different government organizations… Customer interactions with Agencies are often complex

4. 4 Copyright © 2007 Accenture All Rights Reserved. Agenda The value of BPM to SOA Practical examples How to get started Challenges, Risks & Mitigations

5. 5 Copyright © 2007 Accenture All Rights Reserved. BPM and SOA: Changing the “Way” of the Organization BPM requires the organization to transform the way in which the IT function works together with areas of the Agencies… This shift will enable initiatives to deliver new and revised business processes at speed and flexibility… SOA is the enabler of this transformation.

6. 6 Copyright © 2007 Accenture All Rights Reserved. Composite Applications (Establishing Business Solutions) World Class Processes and Process Control (Providing market differentiation) Business-Level Management and Visibility (Responding to the competitive landscape) Value Add BPM and SOA: Joint Value Proposition Standards-based integration Reusable services Leverage existing apps Level of sophistication Custom, Packaged and Legacy Systems (Preserving existing investments) Business Services Layer (coarse and fine-grained services) SOA Foundation Measurable Improvement in Citizen or Stakeholder service Improved process visibility Improved process control

7. 7 Copyright © 2007 Accenture All Rights Reserved. How do services relate to processes? Processes (or sub processes) can compose of services A process invokes a unique series of operations to complete its automation A process is not necessarily defined by its services. It may require just a subset of the functionality of the services An operation can comprise several steps within a process An orchestration capability can be used to invoke operations according to a process Messages allow for the aggregation of operations into a process Service Process decomposed into units of work Process Logic Services Layer Units of communication (messages) allow the aggregation of units of work

8. 8 Copyright © 2007 Accenture All Rights Reserved. Agenda The value of BPM to SOA Practical examples How to get started Challenges and Risks

9. 9 Copyright © 2007 Accenture All Rights Reserved. BPM-driven SOA is the foundation for several types of applications Composite Applications User-Centric Consolidated Workspace Rich Application Information- Centric Business Performance Management Business Process Driven Analytics Information Lifecycle Mgmt Process- Centric Human Workflow Systems- based Agency Applications ProcurementCRM Workforce Management Financials

10. 10 Copyright © 2007 Accenture All Rights Reserved. Three examples CompanyBenefits Achieved through BPM-driven SOA Adoption Type of Application Logistics Agency Enhances logistics exchange between systems within the agency while enabling process modernization. Standardizes d business services and rules through a centralized access point contributes to data consistency Enables collaborative development through the use of metadata management and portal capabilities User and Process Centric NYC 311 Integration across City Agencies Improved response, monitoring and visibility Reduction in operations costs User and Process Centric Government Pension Agency Reduced average recipient reporting from 40 days to real time Reduced error rates Process Centric

11. 11 Copyright © 2007 Accenture All Rights Reserved. Agenda The value of BPM to SOA Practical examples How to get started Challenges and Risks

12. 12 Copyright © 2007 Accenture All Rights Reserved. Strategic projects Tactical projects IT-driven projects Business- driven projects Business partner integration Existing integration “re-factoring” as SOA Point-to-point application integration WS- enablement of existing apps New enterprise- wide EAI Compliance & assurance Service- oriented BPR Composite Solutions Business process automation Data sharing & single Data view Assessing the Opportunities

13. 13 Copyright © 2007 Accenture All Rights Reserved. BPM Maturity Model Phase 0 Ad-Hoc Phase 1 Basic Phase 2 Emerging Phase 3 Managed Phase 4 Process Excellent IT Maturity Business Maturity Target high value processes Identify Process Owners Processes drive business Continuous improvement Processes measurement drives business innovation Processes are accessible Processes are meaningful and reusable Processes are measurable IT is Agile and Adaptable Application data and functions are readily accessible via standards No organized capability

14. 14 Copyright © 2007 Accenture All Rights Reserved. Techniques for Service-Enabling Existing Systems Wrap and Reuse Straightforward method of exposing existing functionality Works at presentation and application layers Most successful when functionality to be exposed is well packaged and accessible Does not address redundant and inconsistent data and logic from legacy Layer and Refactor / Retire Implements composite services above several overlapping applications Enables new capabilities to be delivered without having to wait on lengthy application portfolio changes Layering provides an insulating layer that allows underlying systems to be refactored or retired Rip and Replace Systems too old, obscure, undocumented etc. Only realistic solution is to replace

15. 15 Copyright © 2007 Accenture All Rights Reserved. Agenda The value of BPM to SOA Practical examples How to get started Challenges, Risks & Mitigations

16. 16 Copyright © 2007 Accenture All Rights Reserved. Top 5 Challenges and Risks Challenges 1. Definition of the process 2. Tying metrics to processes to services 3. Differences in process perspective between analysts and “techies” 4. Definition of canonical data models 5. Integration of the integration tools Risks 1. Lack of comprehensive (and mature) specifications 2. Rapidly changing vendor landscape (app + infrastructure) 3. Lack of existing development patterns 4. Taking on too much too early 5. Falling into the traditional “module” or “application-based” silo approach

17. 17 Copyright © 2007 Accenture All Rights Reserved. Where to Start? Understanding of the business and technology drivers, and a solid SOA strategy and planning are the initial steps for a successful SOA implementation Business Context Understand Business Environment Review Business Vision / Strategy / Architecture Identify Business Imperatives/Drivers Identify IT Imperatives/Drivers Define/Review expected business results SOA Implementation Implement SOA enabling technologies Implement Business and SOA Initiatives Refine SOA Governance and Organization Measure SOA results Refine business and technical frameworks SOA Strategy and Roadmap Develop SOA Strategy Develop Business Services Roadmap Develop Technology/Technical Infrastructure Roadmap Define Governance and Organization models recommendations Define SOA goals and metrics Develop communications/education deck Measure & Optimize - Governance

18. 18 Copyright © 2007 Accenture All Rights Reserved. Governance Source: http://www.azgita.gov/soa/governance.htm Governance overall is concerned with : Common architecture, infrastructure, tools, methods Service, process, data ownership Service life cycle management Driving re-factoring and reuse Funding Approving initiatives (includes not approving) Particular Challenges Who owns aggregate / composite services ? Who owns cross-agency processes ? Who pays – for service development, service usage, operations, infrastructure ? How are decisions enforced ? What balance between centralized and de- centralized / federated ?

19. 19 Copyright © 2007 Accenture All Rights Reserved. How To Get Going Unlike many prior integration approaches, SOA can be evolutionary – use this to your advantage, whether you are an agency or are looking across agencies. Within an agency, scope around a subset of systems that need to work together (e.g. in support of business processes, in providing a common view of information spread across systems) Across agencies, scope around a group of agencies that need to work together. Collect a “coalition of the willing” who have understood the basic opportunity and who can provide resources to move forward. Perform an initial Diagnostic, Strategy and Roadmap with intra and inter-agency scope. Focus on processes that span boundaries and systems that duplicate functions. Identify candidate composite applications and services, using the SIF methodology. Target cross-agency and cross-system opportunities – highlight governance issues early. Focus on inquiry services– get the basics in place, deliver results but avoid difficult issues with process and data. Establish initial technical and business governance. Show the value / results delivered, advocate to a wider group and iterate through Phases 1 and 2.

20. 20 Copyright © 2007 Accenture All Rights Reserved. SOA and Existing Systems Most services will come from existing applications The problem is that application portfolios are typically not optimized – introducing SOA can simply add to the complexity. Use the SOA Strategy and Roadmap plus SIF to Inventory and understand the existing systems landscape Systems of record, Master data Redundancy, overlaps, underutilization Map services to existing systems and determine implementation strategy

21. 21 Copyright © 2007 Accenture All Rights Reserved. Thank you ! For more information, visit www.accenture.com/soawww.accenture.com/soa