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

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Presentation on theme: "Services Thinking: Driving Sustainable Composability Doug Shoupp Principal Deloitte Consulting LLP April 30, 2008."— Presentation transcript:

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

2 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?

3 2 Copyright © 2008 Deloitte Development LLC. All rights reserved. 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.

4 3 Copyright © 2008 Deloitte Development LLC. All rights reserved. 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 Manage Continued Claim Business Services Layers Business Services Process Claim Intake Determine Non-Monetary Eligibility Determine Monetary Eligibility Atomic Services Notify Customer Determine Financial Eligibility Technical Layer Update Benefit DB Send Financial Determination To Employer Low Granularity High Granularity 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 Common Challenges

5 4 Copyright © 2008 Deloitte Development LLC. All rights reserved. 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 doesnt 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.

6 5 Copyright © 2008 Deloitte Development LLC. All rights reserved. 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

7 6 Copyright © 2008 Deloitte Development LLC. All rights reserved. Services Thinking builds upon Enterprise SOA to generate business value Traditional Technology View

8 7 Copyright © 2008 Deloitte Development LLC. All rights reserved. OK But what does that look like?

9 8 Copyright © 2008 Deloitte Development LLC. All rights reserved. Lets try that again… 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 Execute Current State Iterate Assess & Prioritize Iterate Services Thinking Approach

10 9 Copyright © 2008 Deloitte Development LLC. All rights reserved. Lets look harder at the front end Services Thinking SOA Readiness Assessment SOA Roadmap SOA Reference Architecture Conduct SOA Assessment Channels Services Management Environment Services Governance Environment Integration Env.AdaptersServices Env. Interaction Env.Information Env.Process Environment Business Environment Users MessagingBusiness ServicesLegacy Wrapper/Adapter Protocols Package Wrapper/Adapter DB Adapter Communication Environment RegistryAccess ManagerInterceptorAccess Node Enterprise Service Bus (ESB) Intermediary Msg. Formatting Transformation Route/Distribut e UI - User InteractionBus. Process Mgmt.Master Data Mgmt ChoreographyRules EngineData Access CollaborationData Whse / Reporting ConstituentsState WorkersIT DevelopersBusiness AnalystPartners Business ModelingBusiness Activity MonitoringBusiness DashboardsBusiness SimulationBusiness Optimization Security Management Monitoring Asset Management Policy Enforcement Event Notification Self ServiceAutomated InboundAutomated Outbound Service RepositoryPolicy EstablishmentChange Management Configuration MgmtService LifecycleStds./Arch Enforcement Infrastructure Environment SOAP ServerProcess Server Application ServerDatabase ServerContent 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. Actionable Activities Deliverables/Benefits Samples Analyze Business Capabilities Print SOA Maturity Assessment SOA Governance Framework Portfolio Management Strategic Functions Strategic Planning, Governance and Budgeting Quality and Value Management Risk Management and Compliance 2 IT Administrative Support Functions HR/ Performance Management Service Provider Performance Management Financial Management Provider Contract Management Physical Asset Management Facilities Management 7 Client Account Management Demand Planning Business Case Development Performance Management Requirements Management 3 Client Relationship Management Solution Delivery and Support Application / Infrastructure Development 6 Application / Infrastructure Support Application / Infrastructure Maintenance Application / Infrastructure Deployment Program Management Office Release Planning and Management Project Management Program and Project Management 5 Demand Management Architecture and Intellectual Property Mgmt Application Architecture Architecture Compliance Technical Architecture 4 Process/Service and Information Architecture Architecture and Asset Management Business Services Print Identifies gaps/pain points in Business strategy, Organization, Governance, and Technology that would be addressed in the roadmap. Build Reference Architecture Accelerates identification of potential high-level Business Services. Defines a robust Architecture baseline for the design, build, integration, and execution of solutions. Defines a Roadmap that enables a value driven phased approach, focusing on quick hits as it addresses the identified gaps/pain points. Build Roadmap

11 10 Copyright © 2008 Deloitte Development LLC. All rights reserved. Services Thinking in action 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 The Challenge A large financial institution needed to create comprehensive approach for managing, marketing, and liquidating the assets received from failed companies.

12 11 Copyright © 2008 Deloitte Development LLC. All rights reserved 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 havent 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 Services Thinking getting started

13 12 Copyright © 2008 Deloitte Development LLC. All rights reserved. In conclusion Sustainable Composability requires new thinking: Cross-Domain Capabilities Dynamic Traceability Service Objects Agility Services

14 13 Copyright © 2008 Deloitte Development LLC. All rights reserved. Question and answer

15 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.www.deloitte.com/aboutwww.deloitte.com/us/about Copyright © 2008 Deloitte Development LLC. All rights reserved


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