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Service Oriented Architecture (SOA) led transformation in the Global Delivery Model (GDM) Good morning, Needless to say it is wonderful coming here to.

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Presentation on theme: "Service Oriented Architecture (SOA) led transformation in the Global Delivery Model (GDM) Good morning, Needless to say it is wonderful coming here to."— Presentation transcript:

1 Service Oriented Architecture (SOA) led transformation in the Global Delivery Model (GDM)
Good morning, Needless to say it is wonderful coming here to address this diverse audience assembled here from across the world, all for a common cause and motivation. How to use the web better, to our advantage and what can we do as individuals and corporations to enrich its content, reach and quality and integrity. Needless to say since TB Lee evangelized http and standardized semantics and url search on the internet almost a decade ago, there has been a cascading effect in any which way we look at it. Earlier we were bound by areas of innovation, technology excellence, manufacturing excellence, invested huge amounts of time and money in travel and the effort to collaborate. The wwweb has progressively made it easier for us to search, use and collaborate with known and lesser known organizations and individuals worldwide to mutual advantage. It has increased competitiveness, added market reach and introduced virtualization Virtualization of services and virtualization of infrastructure. What was added was an incredible amount personalization and automation. Sohrab Kakalia Vice President, Principal Architect and Head of Technology Consulting Infosys Technologies Limited

2 Agenda Drawing parallels Setting the context Real life examples
The dramatic change in economy in the mid 90s SOA in the global delivery model Why talk about SOA and GDM? They are the 2 major waves in the industry today. If they viewed hand in hand they can bring significant value in terms of benefits and de-risking operations. While the tech platforms will keep maturing, Web 2.0, Semantic Web , RDF etc there will the architecture and application areas that will drive the business benefit of technology. SOA will add alignment, structure, repeatability, governance, quality and risk mgmt GDM Sourcing from where it is done best This session is not intended as a primer on SOA / Web Services, EA or GDM.

3 The dabbawalla ………(supply chain excellence)
Mumbai (Bombay) has a density of 19K-25K people per square km. What symbolizes Mumbai - Gateway of India, Gothic Victoria Terminus or the dabbawalla? Why the dabbawalla? Studied by CMU, NITIE, Univ. of Pittsburg, CMM, amongst many others Editorials in the Washington Post, NY times, regular in Indian news What most symbolises Bombay? Not the historic Gateway of India immortalised on a million postcards or even the Gothic, gargoyled Victoria Terminus (now known as Chhatrapati Shivaji Terminus). For me, Bombay is the dabbawalla, the doughty little man in distinctive white Gandhi cap, who delivers thousands of lunches to hungry officer-goers every afternoon. The dabbawalla gets his name from the dabba, the aluminium containers fitted one above the other, held in place by a wire grip and lowered into an outer tin case, which serves the double purpose of keeping the food warm and preventing it from splashing out during the dabbawala's rushed and jostling journey He carries about 39 of these dabbas on an unwieldy, long tray, a combined weight of more than 50 kilograms, on his head as he moves speedily through sweaty miles and cramped trains. His world is one of rush, rush, run, propelled only by a single thought: whatever happens, get the lunches delivered in time. The fact that makes Bombay's dabbawalla system unique and incredible is the complexity of the task and the simplicity of its operation. It is not a set-up where an individual man delivers one or even five lunches. It is a gargantuan service in which some 2,000 men carry over a hundred thousand dabbas every day across the city's 60-kilometre sprawl in an inter-woven relay with each dabba changing hands at least four times. Yet, for all its intricacy and size, it is unerringly run by a group of simple, illiterate, one-time peasants using nothing more than a handful of symbols crudely painted on the lunch boxes — that, and their own intuition and team work. Eight out of ten white-collar workers in Bombay live too far from their office to go home for lunch. A restaurant meal costs five to fifteen times more than home-food. To them, the dabbawalla brings the security of a cheap, clean, tasty and often still-warm, home-cooked meal. Not so infrequent is the loss of dabbas, about 10 to 15 every day. Some have merely gone astray and are soon traced. But some are stolen. In this case, the owner is paid back half the price of a new lunch pail. In a dabbawalla's tray, a Brahmin's rice jostles along with a low-caste chapatti; a Hindu's vegetable curry with a Muslim's mutton korma — thus, in a way, the dabba system dissolves the barriers of class, caste and community which haven't been entirely demolished from Indian society. The man who carries the dabba is not his own master. He is the “servant” employed by one of the city's 635 mukadams or contractors, ex-dabbawallas themselves or even still plying the beat. It is they who orchestrate the whole system. They, in turn are answerable to their guild, The Bombay Tiffin box Suppliers Association. Some months ago, a dabbawalla waiting on his bicycle at a traffic light was hurled off the road by a lorry gone berserk and was smashed to death. Yet, even in such an extreme situation, his quota of dabbas was delivered. News travels fast on the network. The mukadam got to hear of the accident within minutes and contracted the secretary of the Association (who patrols the city for just this kind of emergency), asked him to look after the police formalities, collected the dead man's dabbas, and being familiar with the symbols, got them to their destination — just 30 minutes late. Bombay's salute to its dabbawalla's, as you see, is well deserved.

4 Learning from the dabbawalla
Granularity: Each container size is the same, but contents are individually prepared and tagged Standardization: All the containers are the identical size, but have unique markings for routing, switching and traceability and delivery that can be easily read by all the co-workers Integration and service assurance: Each of the co-workers are not employed, but work independently as franchises! But guarantee their service. The association is a binding force.

5 Continued.. Performance and speed: They pick up from homes and distribute the 200,000 plus boxes by hand before lunch time. They make an average of 4 change of hands and 3 modes of transport (bus, train, bicycle). Reliability: Approx 5 boxes are mixed up in delivery and an equal amount lost. Error rate: 0.005% Redundancy built in. Flexibility and scalability to add new customers and locations

6 Consumer Collection Transport And Routing Delivery Pickup Customized
service A Six Sigma Quality Certification endorsed by Forbes magazine, a fan club that includes Prince Charles and Richard Branson (owner of the Virgin empire) -- this guest lecture was definitely going to be unlike any other we have had on campus at NITIE, Mumbai. The speakers were not your regular pinstripe, suit-clad, swanky corporate types who are often spotted in B-school auditoriums, spewing management jargon. Raghunath Medge and Gangaram Talekar, president and secretary respectively of the Nutan Mumbai Tiffin Box Suppliers Charity Trust of Mumbai, were here to share their mantras on 'Time Management' and 'Supply Chain Management'. Popularly known as Mumbai's dabbawallas, they were here to explain how their establishment managed to supply, without any hitches, 2,00,000 lunch boxes everyday in the busy metropolis of Mumbai. Note: The Six Sigma quality certification was established by the International Quality Federation in 1986, to judge the quality standards of an organisation. According to an article published in Forbes magazine in 1998, one mistake for every eight million deliveries constitutes Six Sigma quality standards. 10 steps to ace phone interviews Food for thought Before cutting to the management mantras, let's understand a few facts about our dabbawallas. Their mission is to serve their customers -- who are mainly office goers -- by delivering their lunch boxes at their doorstep on time. They have 5,000 people on their payroll to ensure the prompt delivery of lunchboxes within Mumbai; these 'delivery boys' travel by local trains and use bicycles or walk to reach every nook and corner of Mumbai. The lunch boxes are delivered exactly at pm. Later, the empty boxes are collected and taken back to the homes, catering services or hotels before 5 pm. In fact, the next time you forget to strap on your watch before leaving for office, don't be surprised to find it in the lunchbox container brought by the dabbawalla from your home! On an average, every tiffin box changes hands four times and travels kilometres in its journey to reach its eventual destination. Each box is differentiated and sorted along the route on the basis of markings on the lid, which give an indication of the source as well as the destination address. Top 5 career mistakes The management perspective Medge's presentation was in chaste Hindi. We got to know much about the operational aspects of the process. From this, I deduced that dabbawallas are a prime example of management guru Michael Porter's Five Forces Theory at work.  According to Manna Malik, a first year student of NITIE, "Porter's theories, which are the basis for classical management principles, define the scope and nature of competition a company faces to attain leadership. Surprisingly, the dabbawallas are following these very principles in spite of their ignorance of the same." These are as follows: i. Threat of new entrants: According to Porter, the threat new entrants is dangerous to any organisation as it can take away the market share the organisation enjoys. Started in 1880, the experience curve of the 125-year-old dabbawalla service serves as a huge entry barrier for potential competitors. Besides, it would be difficult to replicate this supply chain network that uses Mumbai's jam-packed local trains as its backbone. ii. Current competition: Porter's five forces theory states that strategy is determined by a unique combination of activities that deliver a different value proposition than competitors or the same value proposition in a better way. The dabbawallas do face competition from fast food joints as well as office canteens. However, since neither of these serve home food, the dabbawallas' core offering remains unchallenged. They have also tied up with many catering services and hotels to cater to the vast number of office goers. iii. Bargaining power of buyers: The delivery rates of the dabbawallas are so nominal (about Rs 300 per month) that one simply wouldn't bargain any further. Also, their current monopoly negates any scope of bargaining on the part of their customers. Thus, we encounter a perfect win-win combination for the customers as well as the dabbawallas. iv. Bargaining power of sellers: The dabbawallas use minimum infrastructure and practically no technology, hence they are not dependent on suppliers. Since they are a service-oriented organisation, they are not dependent on sellers to buy their product. Hence, sellers do not assume any prominence as would be the case in a product-oriented company. The strategy map framework in Porter's theory allows companies to identify and link together the critical internal processes and human, information and organisation capital that deliver the value proposition differently or better.  Human capital is the greatest driving force in the dabbawalla community; as a result, they are not dependent on suppliers or technology, thus negating the seller's power in the equation. v. Threat of a new substitute product or service: As substitutes to home cooked food are not seen as a viable alternative in the Indian scenario, the threat to the dabbawalla service is not an issue at least in the foreseeable future. This gives them a leeway to probably expand their already existing network into newer cities as demand increases in these places as well. So, will these people next target the other metros in India? Only time will tell.  Useful networking gyaan Dabbawala methodology ~ "Error is horror," said Talekar while explaining the operational motto. In the event of a dabbawalla meeting with an accident en route, alternative arrangements are made to deliver the lunch boxes. For example, in a group of 30 dabbawallas catering to an area, five people act as redundant members; it is these members who take on the responsibility of delivering the dabbas in case of any untoward happenings. ~ The dabbawallas must be extremely disciplined. Consuming alcohol while on duty attracts a fine of Rs 1,000. Unwarranted absenteeism is not tolerated and is treated with a similar fine. ~ Every dabbawalla gets a weekly off, usually on Sunday. ~ The Gandhi cap serves as a potent symbol of identification in the crowded railway stations. Not wearing the cap attracts a fine of Rs 25. In fact, Richard Branson, the maverick businessman who is never shy to promote himself and the Virgin brand, donned a Gandhi topi and dhoti (the dabbawallas' signature dress code), during the launch of Virgin's inaugural flights to Mumbai. ~ There are no specific selection criteria like age, sex or religion; however, I have never seen a female dabbawalla. The antecedents of the candidates are thoroughly verified and a new employee is taken into the fold for a six-month probation. After that period, the employment is regularised with a salary of Rs 5,000 a month. ~ It is interesting to note there is no retirement age, and any person can work till he is fit enough to carry on the tasks required of him. The secret to effective multitasking What we learnt ~ "As management students, there was a lot that we learnt from this lecture," says Karthik A J, a first year management student at NITIE. " The belief that technology is indispensable to solve complex problems was shattered. FMCGs and other industries can learn a lot from the simple supply chain logistics and efficient reverse logistics (transfer of empty lunch boxes to the source location)," he adds. ~ The concept of multi-level coding (colour coding on the lunch boxes for identification) and reverse logistics can be implemented in industries as diverse as soft drinks (where logistics becomes an important aspect, transporting the filled bottles to retailers and collecting empty bottles back to the plants), pharmaceuticals and other FMCG areas. For example, can the bar coding mechanism (a computerised format) which is prevalent and expensive, be simplified with just colour/ number coding? In small and medium scale organisations where bar coding systems would require a lot of resources, these systems can prove to be very efficient and cost effective. Moreover, the dependence on technology could be drastically reduced. Do you have a mentor at work? ~ The learnings for a working executive are enormous too. Managers and executives alike spend a lot of their valuable time learning various concepts in people and time management. Newer mechanisms like Customer Relationship Management, etc, have been developed to assist executives in the same. But, in the midst of implementing technology and IT, basic principles in people management, sustainable relationship development and customer satisfaction have lost their meaning. Our friendly dabbawallas are a perfect example of an important principle of both business and management -- the thirst to serve customers in a simple yet effective fashion without falling into the technology trap. I think this is an aspect which needs to be re-learnt and implemented in any organisation today. ~ The most enduring lesson that we learnt was to put the customer ahead of everything else. It is said that when Prince Charles expressed a desire to meet them during his visit in 2003, the dabbawallas requested him to schedule the meeting such that it did not interfere with their mid-day delivery timings

7 Drawing a parallel And there is Dell, Amazon, and many others Finished
Product

8 Business Agility – the need of the hour
An enterprise needs to thrive in a continuously changing business environment by responding at optimal cost and speed to business stimuli Requirements 1. Flexibility: The ease of addition of new business models, services, functionalities in response to changing market conditions, competition etc. with minimal disruption & change in existing IT implementation 2. Ubiquitous Context Sensitivity: The availability of context-sensitive information to all stakeholders at any location, irrespective of the channel or medium of interaction. 3. Virtualization and Standardization: Standards based IT systems with virtual IT resources to provide abstraction from specialized hardware and software Business Agility is the need of the hour. Enterprises in today’s world need to be agile in order to survive the rapid changes in technology and business environments

9 Why do this? Ability to leverage on assets . . . and IP
The value of intangibles Company Market cap. Total assets Ratio Amazon 13.99B 3.25B 4.3 GM 17.65B 448.5B 0.04 MSFT 273.13B 92.3B 2.9 UPS 80.8B 33.0B 2.6 Source: Company reports and Forrester Research The agility of an organization is dependent on the amount of assets and its distribution both in terms of physical assets, geography and IP. The example above, though it cuts across industries gives a good idea on how some enterprises are more agile than others and how discovering your intangible assets is very important as that translates into IP E.g. if your cost of assets and fixed cost is higher than your $ or market cap is shows negative IP. The lesser the fixed cost the greater is the ability of the enterprise to adopt change and leverage their resources for +ve market differentiators.

10 Typical application footprint for a business.
Industry wide Standard Organizational Support Organization Differentiator Application Portfolio Typically the application portfolio in any organization is found to comprise of 40% - 50%: Industry wide standards 20% - 25%: Organizational support 10% - 15%: Environmental requirements 20% - 30%: Organization differentiator A typical application portfolio has a few typical dimensions: Industry wide standard: Every business has a basic offering with reasonable amount of standardization that is the same if not identical across businesses. This itself amounts to a major chunk of the IT portfolio Organisational support: This segment has the business enabling functions and some back office functions that are there to keep the business running, but not a key differentiator. Typically finance, HR etc fall in this category Environmental requirements: Statutory requirements, interfaces etc form another small percentage of applications Organizational differentiator: This segment however is key for the business survival, growth and profitability through differentiation from similar businesses and competitors. Here is where the real IP and customization and domain expertise comes in. Some organizations have cracked this problem and almost automated the first lower three parts; to focus all their energy on the continuous differentiation part. In others typically the investments in the other segment is so heavy and ongoing that it distracts the business from the real problems and opportunities to grow. How let us extrapolate this model across the organization…..

11 Typical application and infrastructure footprint for a enterprise
Industry wide Standard Business Unit Support Business Differentiator Function or geo 1 Best people need to focus here Function 2 Industry wide Standard Business Unit Support Business Differentiator Function 3 Industry wide Standard Business Unit Support Business Differentiator

12 Where Software as a service and “packages” fit in
Industry wide Standard Business Unit Support Business Differentiator Function or geo 1 Best people need to focus here Function 2 Industry wide Standard Business Unit Support Business Differentiator Function 3 Ideal candidates to consolidate or for Software as a service Restate that it is not a tech problem only Industry wide Standard Business Unit Support Business Differentiator

13 How can SOA help? Driving standards. Similar to the http force that made the web usable, XML, WS security and UDDI are enabling discovery, profiling and binding Reduced fixed costs by service rationalization Increased transactional capability by virtualization Increased flexibility to switch interfaces. More contact based than asset based. Reduced time to market by leveraging on existing applications esp. in the Software as a Service mode Synergizes IT and business Creates opportunities to work on strategy and communication inside the organization

14 Discovering the organizational assets reminds one of The Blind Men and the Elephant
WALL SNAKE FAN ROPE The six blind men interpret the elephant as different objects depending on which part of the elephant’s body they touch SPEAR TREE

15 SOA: The Services Elephant?
AGILITY EA XML ESB Similar to the blind men’s perspectives, typically people interpret the service oriented enterprise from their unique perspectives, but in doing so, they do not get the complete picture The organization’s functional silos need to be re-organized the way the business function and supply chain flows and the way the client sees it – rather than by conventional org structure. The real value of SOA comes when Existing IT assets can be identified for reused and classified as assets with Biz value It involves not only an IT re-org, bit also a biz process workflow and org mindset change It incorporates substantial discipline is measurements and metric along with governance for capturing this data on an ongoing basis As can be expected the organization too needs to align to IT capabilities. EAI Web Services

16 The Service-Oriented Enterprise
Business Process Management Service Oriented Architecture XML Web Services Business Process Management Service Oriented Architecture A Methodology for achieving application interoperability and reuse of IT assets Methodologies and technologies for automating business process operations SERVICE ORIENTED ENTERPRISE XML-based technologies for messaging, service description, discovery, and extended features Common, independent data format across the enterprise Web Services XML The Service Oriented Enterprise is enabled by four main technology initiatives in the markets. All these contribute to enabling the service oriented enterprise SOA Governance

17 SOA - Perspectives

18 Stages of SOA Adoption using GDM (Global Delivery Model)
Stage I Fundamental SOA Stage II Networked SOA Stage III Process-enabled SOA Focus on enterprise integration Complexity and business logic still in application front-end Enable multiple applications to share live data and business logic Provide an appropriate base for an enterprise landscape Focus on shared services to make data replication obsolete Focus on basic and intermediary stateless services including facades, technology gateways, adapters, and functionality adding services Technical and conceptual abstraction focused on reducing backend complexity Service access & coordination Reduction in complexity of application front-ends Focus on maintenance of process state in process-centric stateful services Process control delegated to the SOA Service orchestration Encapsulation of complexity of processes Sharing of state between clients Handling of long-living processes FOCUS BENEFITS Creates strong platform for enterprise application landscapes Technically easy to implement Increased maintainability Data sharing Application complexity reduction Technology platform interoperability Lighter application front-end Flexible technology-agnostic integration of software assets Process complexity reduction Lightweight application front-end Integrates highly independent organizations

19 Distributing Services for GDM
1 1 Application Front-end 3 3 4 4 2 Process-centric Service 4 4 Intermediary Service Intermediary Service 3 3 4 4 2 What is GDM Right sourcing / partnership Mainframe support/ outsourcing example to focus core people on core business issues. Basic Data Service Basic Data Service Basic Business Logic Service Basic Business Logic Service 1 Front-end calls basic services directly 3 Front-end used intermediary service to get to basic services 2 Process-centric service coordinates basic service calls 4 Process-centric service uses intermediary service to get to basic services

20 SOA adoption for SOEs leveraging ESPs
Gartner, SOAs Cause Evolutionary Disruption in IT Services Market , Michele Cantara, April 7, 2004, ID Number: COM Source: Gartner - “SOAs cause Evolutionary Disruption in IT Services Market,” Michele Cantara, 2004

21 Role of registry in a service lifecycle

22 Sample governance compliance checks

23 Infosys sessions at WWW2006
Infosys & e-skills U.K Workshop The Partnership e-skills U.K is developing a new diploma programme to impart IT education at the pre-college level to boost the talent pipeline Infosys is hosting a workshop to bring together top IT employers and gain insights to help e-skills develop the programme Workshop Goals To validate the e-skills diploma blueprint To gain insights into the key areas of the diploma To seek employers’ commitment areas for diploma programme Event Details Date: Thursday 25 May 2006 Time: :45pm to 7:30pm Location: Galloway Suite - Level 1 Infosys Poster - Live URLs: Breathing life into URLs Date: Wednesday 24 May 2006 Location: Strathblane Hall, Level 0 Poster Id: 156 Poster No.: 28 14-19 Diploma A rare opportunity to influence IT- related education e-skills UK and its Diploma Development Partners need your help to define the overall structure and content for the Diploma in the IT line of learning In this one and a half hour workshop, participants will learn about the e-skills uk diploma programme and engage in breakout sessions whereby they will discuss one of the five themes outlined here: Themes Curriculum for “Additional Learning” in IT Diploma Employer Participation Areas Learning Methods and Overall Delivery Vendor Certification for Additional Learning Topics Typical Internet/Web Awareness Requirement These themes have been jointly identified by Infosys and e-skills as key areas where the programme still seeks validation and insights from top technology professionals/employers. This workshop and the intended follow-up showcases Infosys’ commitment to ‘giving back’ to the local communities in which it operates.

24 Thanks sohrab_kakalia@infosys.com
The Agile Elephant

25 The end!

26 Syndeo – Web Services Bootstrap Framework
REMOVE Implementation based on Open Source Components Implementation of concept of ESB Pluggable into J2EE Application Servers SOA Based Implementation J2EE Standards Based Framework for non functional features of Web Services Covers WS life cycle – Generation, deployment and monitoring Infosys Technologies, Ltd. Industry Best Practices for WS and SOA incorporated SYNDEO

27 Service Categories in an SOA
Basic Services Intermediary Services Process-centric Services Public Enterprise Services Implementation Complexity Low to Moderate Moderate to High High Service Specific State Management Stateless Stateful Reusability Low Frequency of Change Moderate to high Mandatory Element of SOA Yes No Examples Customer service (data), insurance product engine (logic) Legacy wrapper (Technology gateway), ERP adapters (Adapters), Service Access Layer (Façade) Booking an airline ticket, approving a loan Shipment tracking service, SMS service

28 Policy compliance points

29 Example SOA distributed Service Offering Model
REMOVE Infosys Client SetLabs™ Research Labs Systems Integration Domain Consulting Group *SOAO – SOA Offering Infosys Technologies, Ltd.

30 Enterprise Stakeholders
CIO/ CTO me ARCHITECT CEO Greater role in Decision making Technology & Vendor Independence Strategic Development Positive Role of IT Dept. Budget Reduction Cost Reduction BUSINESS OWNER Code Reuse Loose Coupling Shorter Time to Market Future Proof Solutions Reduced Integration Effort Agile Strategy More Attractive Job Manageable Project Size Clearer Requirements Simplified Testing PROJECT MANAGER Just like the six blind men, different stakeholders see different benefits in adopting EA IT globalization has made it possible for stakeholders to be in geographically distant regions The economic constraints have made necessary the biz/It alignment and transformation. IT and technologies starting from DRM to secure mobile apps to pluggable network and application appliances DEVELOPER Rapid Prototyping Reduction of Dependency Smaller, Shorter Projects

31 Common Barriers to strategy execution
Only 10% of organizations execute their strategies Barriers to strategy execution Vision barrier People barrier Mgmt. barrier Resource barrier Only 5% of the workforce under- stands the strategy Only 25% of managers have incentives linked to strategy 85% of executive teams spend < 1 hr. /mo. discussing strategy 60% of orgs. don't link budgets to strategy Source: Adapted from material developed by Robert S. Kaplan and David P. Norton

32 The Agile Enterprise AGILE ENTERPRISE
Business Infrastructure Reusability Business Infrastructure Flexibility Technology Independence Risk Mitigation Cost Savings More Efficient Development Process Multi-level Feedback Evolutionary Approach AGILE ENTERPRISE Enterprise Architecture The ultimate goal of an EA is the creation of the Agile Enterprise The very reason for EA’existence is to facilitate agility and alignment in the enterprise. This brings about several benefits to business and IT. It is ongoing transformation

33 Some Terminology BPO Business Process Outsourcing BPM
Business Process Management ESP Enterprise Service Provider GDM Global Delivery Model SOA Service Oriented Architecture SODA Service Oriented Development of Applications SOBA Service Oriented Business Applications SOE Service Oriented Enterprise WS Web Services Use a fable to break the ice and to illustrate that the Service Oriented Enterprise has many perspective views, depending on the person concerned with a certain aspect of it Illustrate the benefit that SOA brings to different stakeholders Illustrate the components of SOA, the role of Web Services in SOA, and how SOA leads towards the Agile Enterprise Lead up to the fact that besides the topics discussed so far, there is one aspect that is missing. This is the ability to deliver to the promise of SOA. Introduce the GDM model and how it is being viewed today Draw parallels between SOE and the GDM Discuss how ASPs and GDM are a similar concept Describe the requirements for GDM to create global SOE and to provide solutions for the Agile Enterprise

34 Web Services-Oriented Architecture
STANDARDS Security Reliability Transaction Management Orchestration QOS Service Management Needs Web Services APPLICATION FRONTEND WS Standards SERVICE BUS SERVICE Standard Interoperability Protocol SOAP Needs a Implementation Interface Contract Data Business Logic Standard Service Definition API Needs a WSDL SOA is a conceptual architecture that needs to be implemented through a technology platform. Web Services offer an ideal platform for realizing SOA. An SOA enabled by Web Services is a WSOA SERVICE REPOSITORY Universal Repository Needs a UDDI Web Services offer a cross-technology standards for realizing the vision of a Service Oriented Enterprise Web Services-oriented Architecture is an SOA implemented using Web Services

35 Challenges in delivering the SOA for an SOE
DESIGN Economies of scale Complexity Resource crunch Management Operational Support Governance SLA management Maintenance Licensing DELIVER HOST SUSTAIN

36 Versions Version 1 preliminary draft collection of slides
Version 2 with inputs and aggregation for Vijay(TSR) and Ajit Sagar Version 3 with inputs of slide removal and take aways from Sohel, Vijay and Rajeev Version 4 Removing the “remove tab from the main slides to be used. Version 5 removal of 2 more slides, header editing and at the end, SOA alignment has some more bullet points


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