0. Services Thinking: Driving Sustainable Composability
Doug Shoupp
Principal
Deloitte Consulting LLP
April 30, 2008

1. Is achieving this a technical issue or a business issue?
Sustaining Service Composability — How to create collections of services that can be coordinated and assembled to form different composite services over time.
Is achieving this a technical issue or a business issue?

2. It's a Time Issue Speed-to-market pressures
The need for cross-channel consistency and process integration
Shareholders demanding improved ROIs
Competitive pressures for cost reduction and efficiency
Too much Information to manage and examine effectively
Requirements change prior to implementation
Getting ahead of the curve requires not just solutions — it requires spending the right amount of time and talent on the big picture, on the future. 2

3. How to design for the future?
How do we anticipate the right level of granularity? Will they be still composable when the business shifts? Will we be able to orchestrate?
Composite
Applications
Technical
Services
UI-Benefit
UI-Tax
Workforce
Business Layers
Business
Processes/CBS
Manage
Claim Intake
Continued Claim
Services Layers
Process Claim
Intake
Determine
Non-Monetary
Eligibility
Monetary
Atomic
Notify Customer
Financial
Layer
Update
Benefit DB
Send Financial
Determination
To Employer
Low Granularity
High Granularity
Common Challenges
Best-in-Class Approach
Business and data access logic embedded in the presentation layer
Interface granularity
Mixing of synchronous and asynchronous invocation semantics in a single interface
Organizational structure does not support the services hierarchies
Governance
Ownership
Development and Maintenance
Framework and Decisions 3

4. It takes technology and business
Rapid reconfiguration of business solutions that includes process and talent issues, not just technology and architecture
A strong governance framework to drive commitment
Significant business involvement to ensure solutions are relevant and useable
Reduced complexity — SOA has no ability to reduce process, organizational, and regulatory complexities
Clean data — SOA doesn’t address the critical importance of clean data access and cross-organizational process management
Creating sustainable composable services requires addressing the business and technical aspects of services — it means creating business agility. 4

5. Services Thinking - Driving Agility
Focuses on what capabilities each part of an organization needs to complete, and organizes those capabilities into more manageable, independent pieces
These pieces enable much more rapid and effective prioritization and alignment
Services Thinking helps align different interests around a unified view
Services can be orchestrated, monitored, simulated, and rapidly re-orchestrated to adapt to changes in the business landscape
Services Thinking embeds business process, organizational considerations, go-to-market strategy, and technology
Conventional Scope of SOA

6. Services Thinking builds upon Enterprise SOA to generate business value
Traditional Technology View

7. OK — But what does that look like?

8. Let’s try that again… Services Thinking Approach Iterate Iterate
Dynamic Enterprise Architecture
Implementation Solutions
Phase 1
Define Vision and Drivers
Phase 2
Assessment & Capabilities
Phase 3
Develop Transformation Architecture, Model & Roadmap
Phase 4
Define & Design
Phase 5
Implement
Phase 6
Operate
Current State
Assess & Prioritize
Execute
Iterate
Iterate
Services Thinking Approach

9. Let’s look harder at the front end
Actionable Activities
Deliverables/Benefits
Samples
SOA Readiness Assessment
Conduct SOA
Assessment
SOA Maturity Assessment
Identifies gaps/pain points in Business strategy, Organization, Governance, and Technology that would be addressed in the roadmap .
Analyze Business Capabilities Print
Business Services Print
Thinking
Accelerates identification of potential high-level Business Services.
Management
Portfolio
Strategic Functions
Strategic Planning, Governance and Budgeting
Quality and Value Management
Risk Management and Compliance 2
IT Administrative Support Functions
HR/ Performance
Service Provider Performance Management
Financial
Provider Contract
Physical Asset
Facilities 7
Client Account
Planning
Demand
Business Case Development
Performance
Requirements Management 3
Client Relationship Management
Solution Delivery and Support
Development
Application / Infrastructure 6
Support
Infrastructure
Application /
Maintenance
Deployment
Office
Program
Release Planning and Management
Project
Program and Project Management 5
Architecture and Intellectual Property Mgmt
Application Architecture
Architecture Compliance
Technical Architecture 4
Process/Service and Information Architecture
Architecture and Asset Management
Build Reference Architecture
SOA Reference Architecture
Defines a robust Architecture baseline for the design, build, integration, and execution of solutions.
Services
Channels
Services Management Environment
Environment
Governance
Services
Integration Env.
Adapters
Services Env.
Interaction Env.
Information Env.
Process Environment
Business
Users
Messaging
Business Services
Legacy Wrapper/Adapter
Protocols
Package Wrapper/Adapter
DB Adapter
Communication Environment
Registry
Access Manager
Interceptor
Access Node
Enterprise Service Bus (ESB)
Intermediary
Msg. Formatting
Transformation
Route/Distribute
UI - User Interaction
Bus. Process Mgmt.
Master Data Mgmt
Choreography
Rules Engine
Data Access
Collaboration
Data Whse / Reporting
Constituents
State Workers
IT Developers
Business Analyst
Partners
Business Modeling
Business Activity Monitoring
Business Dashboards
Business Simulation
Business Optimization
Security Management
Monitoring
Asset Management
Policy Enforcement
Event Notification
Self Service
Automated Inbound
Automated Outbound
Service Repository
Policy Establishment
Change Management
Configuration Mgmt
Service Lifecycle
Stds./Arch Enforcement
Infrastructure Environment
SOAP Server
Process Server
Application Server
Database Server
Content Server
Portal Server
Broker
Assisted
Technical Services
Mediation
Orchestration
Components
Services Development Environment
Artifact Repository
Modeling
Discover / Build
Publish & Deploy
Integration
Maintain
Requirements
Testing & Validation
Partner Profile Mgmt.
SOA Roadmap
Build Roadmap
SOA Governance Framework
Defines a Roadmap that enables a value driven phased approach, focusing on quick hits as it addresses the identified gaps/pain points. 9

10. Services Thinking in action
The Challenge
A large financial institution needed to create comprehensive approach for managing, marketing, and liquidating the assets received from failed companies.
The Approach
Identified capabilities common to every transaction
Information needs
Coordination of tasks
Audit and controls
Identified and prioritized business process, organizational, data, and technology services to enable required, scalable foundational capabilities
The Results
Enabled the organization to meet its immediate objectives and provide the foundation for future adjustments to the market.
Bottom line business benefits
Improved cycle times
Streamlined processes
An agile technology platform
Scalable delivery capacity

11. Services Thinking — getting started
Conduct frank and productive discussions about opportunities and priorities within the organization — identify like-minded business sponsors
Make a list of your organizations required capabilities
Make a list of all the reasons you haven’t been able to make those capabilities a reality
Identify the components you do have and prioritize for quick wins
Have a plan for the future and build your capability-driven road map
Include the business stakeholders every step of the way in the roadmap definition
Take a multi-dimensional approach on modularity, composability, and interoperability for technical services, business processes, organization, and service delivery

12. In conclusion Sustainable Composability requires new thinking:
Cross-Domain
Capabilities
Dynamic
Traceability
Service Objects
Agility
Services

13. Question and answer
Question and Answer

14. About Deloitte
Deloitte refers to one or more of Deloitte Touche Tohmatsu, a Swiss Verein, and its network of member firms, each of which is a legally separate and independent entity. Please see for a detailed description of the legal structure of Deloitte Touche Tohmatsu and its member firms. Please see for a detailed description of the legal structure of Deloitte LLP and its subsidiaries.
Copyright © 2008 Deloitte Development LLC. All rights reserved