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2/15/2014 11:27:52 PM 5864_ER_HEALTH 1 EPAs SOA Strategy Making a Difference in our Environment WSWG Update November 27, 2006.

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Presentation on theme: "2/15/2014 11:27:52 PM 5864_ER_HEALTH 1 EPAs SOA Strategy Making a Difference in our Environment WSWG Update November 27, 2006."— Presentation transcript:

1 2/15/ :27:52 PM 5864_ER_HEALTH 1 EPAs SOA Strategy Making a Difference in our Environment WSWG Update November 27, 2006

2 2/15/ :27:52 PM 5864_ER_HEALTH 2 Wk 1 SOA Strategy Development Award 1-1 Kick-off 1-2 Review Materials and Interview Participants 1-4 Finalize Strategy Identify key stakeholders Meet with EPA management to discuss scope and objectives Define deliverables Detail the approach to task deliverables Hold Kickoff Meeting Interview Stakeholders Review EPA Materials Wk 2Wk 3 Wk 4 Wk 5 Wk 6Wk 7Wk 8Wk 9Wk Update briefing, prepare Draft document Resolve issues Update Strategy 1-3 Rough Strategy and Initial Briefing Develop Draft SOA Strategy Present Strategy, capture issues Produce Final SOA Strategy Document Produce Executive- Level Brief Final Document Executive Brief Rough Strategy Report Initial Briefing Kickoff Meeting 2.3 Status Meetings and Summaries Wk 11 Periodic Meeting Summaries Updated Briefing Draft Strategy Document Planned Schedule We are Here OEI Conference

3 2/15/ :27:52 PM 5864_ER_HEALTH 3 Intent of this briefing –Alert you to the challenges and opportunities that SOA presents for OEI and the EPA –Propose a SOA strategy that OEI and the EPA can use to manage the adoption of SOA Desired outcomes –Your endorsement of the SOA strategy –Your guidance and prioritization on follow on activities Briefing Objectives

4 2/15/ :27:52 PM 5864_ER_HEALTH 4 What is SOA and how does it relate to Enterprise and Solution Architecture? –SOA is a systematic way of organizing work into modular, easy to share services used as building blocks to assemble complex things – IT systems, business processes, even whole enterprises – to get the most bang for the buck out of them –SOA is a more practical way of doing Enterprise and Solution Architecture What challenges and opportunities is SOA presenting for the EPA right now? –SOA is fundamentally changing how governments and commercial industries worldwide conduct business and use IT. –SOA is already having an impact at the EPA – so far its positive, but absent a coordinated strategy it can quickly turn negative, and is also likely to fall short of its full potential What is the SOA Strategy and how will it help? –We are proposing a SOA strategy that OEI and the EPA can use to manage the adoption of SOA, head off its challenges, and fully capitalize on its opportunities –In addition to its benefits to the EPA, the SOA Strategy fulfills an OMB requirement for the EPA to establish and use a SOA Strategy Agenda

5 2/15/ :27:52 PM 5864_ER_HEALTH 5 What is SOA? Modular, easy to share services that enable lower cost, less risky, and more flexible IT systems, business processes, and enterprises –New Internet standards (e.g., XML and Web Services) and middleware tools make services easier to share across platforms, distances, and organizations –Legacy systems gain new life; their services are easier to leverage –A wider selection of services is available for assembling systems and processes –Incremental evolution instead of big bang transformation is more practical How does SOA relate to EA and SA? SOA is a more practical way to do it –In Enterprise and Solution Architecture, work (both automated and manual) is organized into modular, easy to share services –Services organize, frame the scope of, and align decision making at all levels; customers are only concerned with what services they need, not how they are provided –Services help to establish accountability; Current and Target Architectures and Transition Strategies specify beneficiaries and providers of services, how they are provided, and what value they deliver What is SOA and how does it relate to Enterprise and Solution Architecture?

6 2/15/ :27:52 PM 5864_ER_HEALTH 6 Services Organize, Frame the Scope of, and Align Decision Making at All Levels… BUSINESS SERVICES Aligned with FEA BRM COMMON ENABLING SERVICES Aligned with FEA SRM TECHNOLOGY SERVICES Aligned with FEA TRM Applicability Specialized PurposeGeneral Purpose Granularity Detailed Summary EPA Business Reference Model (Lines of Business, Business Sub-Functions): e.g., Grants, Litigation, Contracts e.g., OEI Enabling Services: Identity and Access Mgmt, Records Mgmt, Data Exchange, etc. EPA Business Processes: e.g., Grants Planning EPA TRM Services: Hosting Platforms, Networks / Telecom, etc. Elementary Business Services: e.g., ApplyForGrant e.g. OEI Enabling Services: Authentication, Query, etc. Elementary Enabling Services: e.g., AuthenticateUser, GetFacility e.g. OEI Technology Services: Application Server, Router, etc. Elementary Technical Services: e.g., StartTransaction, AddRoute STRATEGIC Executives and Managers Make Decisions About Summary-Level Services TACTICAL Business Process Analysts and Technologists Make Decisions About Detail-Level Services MORE EASILY REUSED

7 2/15/ :27:52 PM 5864_ER_HEALTH 7 Customers & Stakeholders DEMAND SIDESUPPLY SIDE Components Value Service Customers receive a service via service interface Components provide a service via service interface Services deliver value to customers & stakeholders Demand Profile (Service Agreement) Concern of Customers and the Service Provider Service Name and Description Customers and Other Stakeholders Value Delivered (aligned with FEA PRM) Functionality (what work gets done - aligned with FEA BRM, SRM and TRM) Performance Thresholds (e.g., SLAs – aligned with FEA PRM) Interface (how customers use the service) Inputs and Outputs (aligned with FEA DRM) Preconditions and Post-conditions Subscription Cost and Payment Subscription Agreements (special terms, separation, etc) Problem Handling Change Management Planned Improvements Supply Profile Concern of the Service Provider Only Components used to provide the service (aligned with FEA SRM and TRM) Data stored within components (aligned with FEA DRM) Orchestration (how components work together) Sourcing (how components are sourced, e.g. built, purchased, leased, subscribed to, etc.) Assembly (how components are assembled) Deployment (sequencing, etc.) Operations Financing (Centrally Funded vs. Customer Funded) Planned Optimizations Service Provider …Customers Are Only Concerned with What Services They Need, Not How They Are Provided FEA Architecture Pyramid PRM BRM DRM SRM TRM

8 2/15/ :27:52 PM 5864_ER_HEALTH 8 SOA is being adopted by commercial industries worldwide –Gartner: By 2008, SOA will provide the basis for 80% of new development projects –Forrester: …re-architect your IT organization around services and start your IT organizations incremental transformation to support business objectives… –SOA is a key enabler of Globalization (e.g., The World is Flat bestseller by Thomas Friedman) SOA is being institutionalized in governments at federal and state levels worldwide –OMBs Federal Enterprise Architecture –DoDs Net-Centric Warfare Implementation Strategy –US and international e-Government and e-Society initiatives Industry vendors are leading with SOA-enabling products and services worldwide –All mainstream software products use web and XML technologies –Major software vendors (BEA, IBM, Oracle, Microsoft, SAP, Sun, etc.) are leading with new middleware that enables SOA at enterprise scale –Major consulting, integration, and outsourcing services companies are leading with SOA enabled solution offerings SOA is Fundamentally Changing How Businesses and Governments Worldwide Conduct Business and Use IT

9 2/15/ :27:52 PM 5864_ER_HEALTH 9 SOA Adoption at the EPA is Already Underway… Desired ValueSOA TechniqueEPA Examples BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction SERVICE AGREEMENTS Profile customer and stakeholder needs, customer-provider service agreements, and service implemen- -tation schemes for each service The Exchange Network uses Trading Partner Agreements The Working Capital Fund includes partial profiles of some of the EPAs shared services The Enterprise Architecture team has begun identifying services provided by OEI and other EPA segments DO MORE WITH LESS Lower the cost of providing services, and reduce the time and cost of adding new services MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components OIAA has been using GIS services for several years to obtain GeoSpatial data from a number of "source" systems instead of copying and storing the data locally; saving time and money, and doing more than was previously possible (for example, using GoogleEarth for aerial photography) SERVE MORE CUSTOMERS Make services available to more customers, including those who use proprietary systems and are geographically distributed STANDARDS AND MIDDLEWARE Make automated services available in standard ways using new Internet standards (e.g., XML and Web Services) and middleware OCFO has begun offering a new Data Warehouse service using an XML Web Services interface to facilitate access to CFO data from a wider set of customers CDX now offers security and data quality validation services based on enabling middleware to make it easier for customers to use the Exchange Network BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service The EPA is leading the eRulemaking e-Government initiative for the Federal Government, faciitating sharing and reuse of eRulemaking services government-wide Enterprise Architecture and CPIC focus on service sharing and reuse across IT investments OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, offer more choice of services from legacy and new applications, reengineer processes and applications OARM is planning to optimize its contracts services by modernizing the Integrated Contracts Management System (ICMS) Enterprise Architecture is focusing on optimization within Grants, Contracts, Litigation, and Records Management

10 2/15/ :27:52 PM 5864_ER_HEALTH 10 … But Broader Coordination is Needed to Overcome Adoption Barriers and Help SOA Realize More of its Potential Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction SERVICE AGREEMENTS Profile customer and stakeholder needs, customer-provider service agreements, and service implemen- -tation schemes for each service MANAGEMENT SKILLS Managers run programs, but can lack experience in running their organizations and programs as service providers EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and reduce the time and cost of adding new services MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so they can be matched easily with readily available components SERVICE CATALOG Menu of available services that can be readily sourced - Enterprise Service Catalog - SRM Service Component Registry and Repository SERVE MORE CUSTOMERS Make services available to more customers, including those who use proprietary systems and are geographically distributed STANDARDS AND MIDDLEWARE Make automated services available in standard ways using new Internet standards (e.g., XML and Web Services) and middleware ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards, and enabling middleware PILOT CUSTOMERS Identify customers that will benefit from and be willing partners in standardization and middleware use in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries BALANCED GOVERNANCE Facilitate collaboration, build trust, raise transparency, and institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, offer more choice of services from legacy and new applications, reengineer processes and applications RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

11 2/15/ :27:52 PM 5864_ER_HEALTH 11 OEI has a special stake in the adoption of SOA across the EPA, its Offices, and its Extended Enterprise: 1.SOA can enable OEI to deliver more strategic value to the EPA. In addition to the benefits on the previous page, EPA-wide SOA adoption can: substantially increase the business value of the EPAs IT investments by aligning investment resources, the services they provide, and the value they deliver, with the EPAs business needs and priorities increase customer usage of the services provided by OEI by enabling the EPA and its Program Offices to overcome cultural, financial, and technical barriers to using shared services, information, and resources dramatically improve the quality and availability of relevant environmental information available to inform policy and management decisions across the EPA 2.OEI has developed a core of expertise in SOA through its support of the Environmental Information Exchange Network, Enterprise Architecture, and other programs. Given this, OEI should facilitate EPA-wide SOA adoption and act as a Center of Excellence for SOA within the EPA and its Extended Enterprise. How Can SOA Help OEI? OEI has a special stake in the adoption of SOA across the EPA, its Offices, and its Extended Enterprise: 1.SOA can enable OEI to deliver more strategic value to the EPA. In addition to the benefits on the previous page, EPA-wide SOA adoption can: substantially increase the business value of the EPAs IT investments by aligning investment resources, the services they provide, and the value they deliver, with the EPAs business needs and priorities increase customer usage of the services provided by OEI by enabling the EPA and its Program Offices to overcome cultural, financial, and technical barriers to using shared services, information, and resources dramatically improve the quality and availability of relevant environmental information available to inform policy and management decisions across the EPA 2.OEI has developed a core of expertise in SOA through its support of the Environmental Information Exchange Network, Enterprise Architecture, and other programs. Given this, OEI should facilitate EPA-wide SOA adoption and act as a Center of Excellence for SOA within the EPA and its Extended Enterprise.

12 2/15/ :27:52 PM 5864_ER_HEALTH 12 OEI should strengthen enterprise management processes with SOA (Top-Down Governance) –Strategic Planning: identify key services that will fulfill strategic goals, objectives, and priorities –Enterprise Architecture: determine how key services will be provided by people, processes, and technology –Program Budget Planning: allocate spending to services according to the enterprise transition strategy –Capital Planning and Investment Control: allocate IT spending according to the enterprise transition strategy –Systems Lifecycle Management: consider reuse of available services at all stages of the lifecycle OEI should initiate and facilitate Bottom Up SOA Governance –Form the SOA Community of Interest by expanding the charter of the Web Services Working Group (WSWG) –Introduce SOA into Communities of Interest for individual services or related sets of services (e.g., Geospatial) OEI should act as an SOA Center of Excellence for the EPA –Solicit sponsorship for EPA-wide SOA adoption from EPA senior leadership (QIC) –Advise EPA SOA governance bodies on decisions related to SOA adoption –Provide support for SOA adoption activities within other offices, e.g. training –Facilitate SOA learning by sharing knowledge and experiences through the SOA Community of Interest EPA SOA Strategy Recommendations

13 2/15/ :27:52 PM 5864_ER_HEALTH 13 OEI should expand its own use of SOA –Develop & Maintain the SOA strategy –Develop & Maintain the SOA adoption plan Identify SOA opportunities Prioritize SOA opportunities based on value Plan SOA sourcing activities based on priorities –Manage the Lifecycle of Each Service Develop & Maintain the Service Plan (Service Roadmap) Source the Service –Component Acquisition –Component Assembly –Service Quality Assurance –Service Deployment Operate the Service EPA SOA Strategy Recommendations (Continued)

14 2/15/ :27:52 PM 5864_ER_HEALTH 14 Desired ValueSOA TechniquePossible SOA Opportunities BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility and boosting satisfaction SERVICE AGREEMENTS Profile customer and stakeholder needs, customer-provider service agreements, and service implemen- -tation schemes for each service The Working Capital Fund should stabilize subscription costs to improve customers ability to plan their budget The CDX program should explore ways to further reduce adoption barriers for internal Programs DO MORE WITH LESS Lower the cost of providing services, and reduce the time and cost of adding new services MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components OEI should stand up an Enterprise Service Catalog that is easy for customers to use OEI should define and then advertise its modular, common enabling services (platforms, etc.) in the Catalog (e.g., Portal, Content Mgmt, Data Exchange, etc.) SERVE MORE CUSTOMERS Make services available to more customers, including those who use proprietary systems and are geographically distributed STANDARDS AND MIDDLEWARE Make automated services available in standard ways using new Internet standards (e.g., XML and Web Services) and middleware Identity management and authentication / authorization services in conjunction with HSPD-12, e-Authentication, etc. Electronic Permitting Services may be a pilot opportunity for OEI services and SOA based solutions Standards must balance maintainability and flexibility BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service OIC may be a pilot service provider for instituting governance and fostering sharing and reuse among its services OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, offer more choice of services from legacy and new applications, reengineer processes and applications OARM is planning to optimize its contracts services by modernizing the Integrated Contracts Management System (ICMS) Enterprise Architecture is focusing on optimization within Grants, Contracts, Litigation, and Records Management EPA SOA Strategy Recommendations (Continued)

15 2/15/ :27:52 PM 5864_ER_HEALTH 15 OEI should expand its own use of SOA (Continued) Clearly define OEIs priority service offerings – both current and planned – and strengthen customer-provider service agreements in collaboration with customers Clearly articulate the value each priority OEI service is providing or plans to provide to its customers Provide an Enterprise Service Catalog and Service Component Registry / Repository Advertise OEIs priority services in the Enterprise Service Catalog Proactively help OEIs customers to leverage available priority services in better ways in conjunction with the Enterprise Architecture –Conduct outreach to current and potential customers –Identify opportunities where OEIs priority services can be leveraged by customers in better ways –provide proactive assistance in helping customers leverage OEIs priority services in better ways EPA SOA Strategy Recommendations (Continued)

16 2/15/ :27:52 PM 5864_ER_HEALTH 16 OEI should expand its own use of SOA (continued) Establish SOA governance groups (roles and responsibilities) for the OEI –Establish the OEI Services Board (members are the OEI board of directors) –Establish Customer, Business, and Technical advisory groups –Establish the OEI Services Lifecycle Support group –Establish the OEI Customer Solutions group Optimize OEI services lifecycle management (development and operations) to unify and improve the experiences that OEIs customers have when using OEIs priority services Thoroughly study and evaluate the tradeoffs in adopting emerging Web Services standards and SOA enabling infrastructure components Study the demand for collaboration services and develop a collaboration service roadmap Lower the cost of providing OEIs services through reuse (COTS, outsourcing, consolidation, legacy system service wrapping, etc.) EPA SOA Strategy Recommendations (Continued)

17 2/15/ :27:52 PM 5864_ER_HEALTH 17 OEI should facilitate SOA adoption across the rest of the EPA, its Offices, and its Extended Enterprise Prepare the EPA for SOA adoption (prioritize steps based on value, use simple jargon-less language) Clearly describe (profile) the key services that are being or that will be provided Advertise available services in the Enterprise Service Catalog and Service Component Registry / Repository Help customers leverage available services to ensure that customers get as much value out of them as possible Provide customer-friendly lifecycle support for services to maximize customer satisfaction Simplify the way that complex services are provided to save time and money (e.g., by using modular services) Standardize the way that services are provided to make more services available for use to more customers (e.g., using XML and web services) Re-use services to improve resource efficiency and effectiveness (e.g., shared services) Provide new and enhanced services to fulfill unmet or evolving customer needs (e.g. collaboration) Adopt SOA incrementally, continually advancing SOA adoption and optimizing services Leverage SOA Best Practices Establish SOA Governance Roles and Responsibilities at all levels to facilitate SOA adoption Facilitate both top-down and bottom-up SOA governance to speed and manage SOA adoption Facilitate Top-Down SOA governance by using SOA in existing management processes Facilitate Bottom-Up SOA governance through collaboration among SOA stakeholders via the SOA Community of Interest and other service communities (e.g., Geospatial) EPA SOA Strategy Recommendations (Continued)

18 2/15/ :27:52 PM 5864_ER_HEALTH 18 Supporting Detail

19 2/15/ :27:52 PM 5864_ER_HEALTH 19 SOA Techniques That Service Providers Can Use to Deliver More Value to Their Customers and Stakeholders Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels SERVICE AGREEMENTS Specify (profile) customer and stakeholder needs and customer- provider service agreements for each service MANAGEMENT SKILLS Enterprise managers generally arent familiar with how to run their organization as a service provider EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and lower the time and cost of adding new service features MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so that they can be matched easily with readily available components REFERENCE SERVICES Menu of available services that can be readily sourced - Service Directories - COTS Services SERVE MORE CUSTOMERS Make services available to more customers - Users of Proprietary Systems - Geographically Distributed Users INTERNET STANDARDS Make automated services available in a standard way using Internet standards (e.g., XML and Web Services) ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards PILOT CUSTOMERS Identify specific customers who will benefit from standard- ization in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries TOP-DOWN GOVERNANCE Build trust, increase transparency, institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, re-engineer processes and applications, etc. RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

20 2/15/ :27:52 PM 5864_ER_HEALTH 20 Customers & Stakeholders DEMAND SIDESUPPLY SIDE Components Value Service Customers receive a service via service interface Components provide a service via service interface Services deliver value to customers & stakeholders Demand Profile (Concern of Customers and Service Provider) Service Name and Description Customers and Other Stakeholders Value Delivered to Customers & Stakeholders Functionality (what work gets done) Performance Thresholds (e.g., SLAs) Interface (how customers use the service) Inputs and Outputs Preconditions and Post-conditions Subscription Agreements (payment, separation, etc) Problem Handling Change Management Planned Improvements Supply Profile (Concern of the Service Provider Only) Components used to provide the service Orchestration (how components work together) Sourcing (how components are sourced, e.g. built, purchased, leased, subscribed to, etc.) Assembly (how components are assembled) Deployment (sequencing, etc.) Operations Financing Service Provider SOA Technique: Boost Value of Service by Strengthening the Customer-Provider Service Agreement

21 2/15/ :27:52 PM 5864_ER_HEALTH 21 IT Services OrganizationCustomers Shared Network Folders Service The IT Services Organization just told my organization to delete files off our shared network folders because we are taking up too much room! I just accidentally deleted an important file, and the IT Services Organization just said they didnt backup the files last night! I have a suggestion for improving this service, but I have no idea who to make it to so that it will be heard, so Ill just give up. We need some extra storage for a new program, so well borrow some from the shared folders We dont backup the files on weekends anymore because its too expensive Were doing well when we dont hear from our customers YESService NameYES NOService DescriptionYES NOCustomers & StakeholdersNO YESValue DeliveredNO YESFunctionalityYES NOPerformance ThresholdsYES InterfaceYES Inputs and OutputsNO Subscription AgreementsNO YESProblem HandlingYES NOChange ManagementYES Does the Customer Know…? Does the Provider Know…? EXAMPLE: SERVICE AGREEMENT - DEMAND PROFILE SOA Technique: Boost Value of Service by Strengthening the Customer-Provider Service Agreement

22 2/15/ :27:52 PM 5864_ER_HEALTH 22 IT Services OrganizationCustomers Shared Network Folders Service I know that our organization has 650 GB of storage available, so we can manage how we use our shared folder I know that the shared folder isnt backed up on weekends so Ill be sure to make a backup copy of my work Our organization has some special storage needs that we are willing to pay for, and we have submitted a change request scheduled for review We need some extra storage, but we cant just take it from the shared network folders because 3 customers may need it this month Perhaps we should work with our customers to see if they would be willing to help defray the costs of weekend backups Were doing well when our customers express satisfaction and participate in making our services better YESService NameYES Service DescriptionYES Customers & StakeholdersYES Value DeliveredYES FunctionalityYES Performance ThresholdsYES InterfaceYES Inputs and OutputsYES Subscription AgreementsYES Problem HandlingYES Change ManagementYES EXAMPLE: Does the Customer Know…? Does the Provider Know…? SERVICE AGREEMENT - DEMAND PROFILE SOA Technique: Boost Value of Service by Strengthening the Customer-Provider Service Agreement

23 2/15/ :27:52 PM 5864_ER_HEALTH 23 Service providers should provide customer-friendly lifecycle support across all of their services to maximize customer satisfaction –Requesting information about services –Reporting problems with services and getting them resolved promptly –Requesting changes to services and getting them incorporated promptly –Requesting assistance in using services –Checking on the status of requests –Receiving news updates about services –Collaborating with other service customers SOA Technique: Boost Value of Service by Strengthening the Customer-Provider Service Agreement

24 2/15/ :27:52 PM 5864_ER_HEALTH 24 SOA Techniques That Service Providers Can Use to Deliver More Value to Their Customers and Stakeholders Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels SERVICE AGREEMENTS Specify (profile) customer and stakeholder needs and customer- provider service agreements for each service MANAGEMENT SKILLS Enterprise managers generally arent familiar with how to run their organization as a service provider EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and lower the time and cost of adding new service features MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so that they can be matched easily with readily available components REFERENCE SERVICES Menu of available services that can be readily sourced - Service Directories - COTS Services SERVE MORE CUSTOMERS Make services available to more customers - Users of Proprietary Systems - Geographically Distributed Users INTERNET STANDARDS Make automated services available in a standard way using Internet standards (e.g., XML and Web Services) ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards PILOT CUSTOMERS Identify specific customers who will benefit from standard- ization in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries TOP-DOWN GOVERNANCE Build trust, increase transparency, institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, re-engineer processes and applications, etc. RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

25 2/15/ :27:52 PM 5864_ER_HEALTH 25 Organization X Application Service Customers Custom-Built Technology Components Application System EXAMPLE: SOA Technique: Save Time and Money by Simplifying Services and Using Readily Available Components

26 2/15/ :27:52 PM 5864_ER_HEALTH 26 Application Service Customers EXAMPLE: Web Page Services Transaction Support Services Data Storage Services Business Rules Services Organization X Custom-Built Technology Components Application System SOA Technique: Save Time and Money by Simplifying Services and Using Readily Available Components

27 2/15/ :27:52 PM 5864_ER_HEALTH 27 Application Service Customers Web Page Services Transaction Support Services Data Storage Services Business Rules Services Custom Software Components COTS Web Page Server Components COTS Transaction Server Components COTS Database Server Components Organization X Application System EXAMPLE: SOA Technique: Save Time and Money by Simplifying Services and Using Readily Available Components

28 2/15/ :27:52 PM 5864_ER_HEALTH 28 Application Service Customers Web Page Services Transaction Support Services Data Storage Services Business Rules Services Custom Software Components Agency General Support System Organization X Application System EXAMPLE: SOA Technique: Save Time and Money by Simplifying Services and Using Readily Available Components

29 2/15/ :27:52 PM 5864_ER_HEALTH 29 SOA Techniques That Service Providers Can Use to Deliver More Value to Their Customers and Stakeholders Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels SERVICE AGREEMENTS Specify (profile) customer and stakeholder needs and customer- provider service agreements for each service MANAGEMENT SKILLS Enterprise managers generally arent familiar with how to run their organization as a service provider EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and lower the time and cost of adding new service features MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so that they can be matched easily with readily available components REFERENCE SERVICES Menu of available services that can be readily sourced - Service Directories - COTS Services SERVE MORE CUSTOMERS Make services available to more customers - Users of Proprietary Systems - Geographically Distributed Users INTERNET STANDARDS Make automated services available in a standard way using Internet standards (e.g., XML and Web Services) ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards PILOT CUSTOMERS Identify specific customers who will benefit from standard- ization in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries TOP-DOWN GOVERNANCE Build trust, increase transparency, institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, re-engineer processes and applications, etc. RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

30 2/15/ :27:52 PM 5864_ER_HEALTH 30 IT System APotential Customers User Authentication Service Embedded in Software Code Data Query Service Made Available via Proprietary Interface I Need to Authenticate A User that System A can authenticate… I Need Data that System A has… X X …but there is no way for me to connect to System A to do it … but its too hard / too Expensive to connect to System As proprietary interface from an alternate platform or remote location EXAMPLE: SOA Technique: Make Services Available to More Customers by Using Internet Standards

31 2/15/ :27:52 PM 5864_ER_HEALTH 31 IT System APotential Customers User Authentication Service Embedded in Software Code Data Query Service Made Available via XML Web Service Standards I Need to Authenticate A User that System A can authenticate… I Need Data that System A has… User Authentication Service Made Available Via XML Web Service Standards …and now I can because System A has made its embedded User Authen- tication service available …and now I can even though I have an alternate computing platform or am at a different location EXAMPLE: SOA Technique: Make Services Available to More Customers by Using Internet Standards

32 2/15/ :27:52 PM 5864_ER_HEALTH 32 Standardize the way that services are provided to make more services available for use by more customers –Use XML and Web Services standards to provide automated services –Use enhanced SOA enabling infrastructure components to provide advanced services –Balance flexibility (bottom up) and maintainability (top down) –Thoroughly evaluate and experiment with new standards and products before mainstream adoption SOA Technique: Make Services Available to More Customers by Using Internet Standards

33 2/15/ :27:52 PM 5864_ER_HEALTH 33 SOA Techniques That Service Providers Can Use to Deliver More Value to Their Customers and Stakeholders Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels SERVICE AGREEMENTS Specify (profile) customer and stakeholder needs and customer- provider service agreements for each service MANAGEMENT SKILLS Enterprise managers generally arent familiar with how to run their organization as a service provider EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and lower the time and cost of adding new service features MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so that they can be matched easily with readily available components REFERENCE SERVICES Menu of available services that can be readily sourced - Service Directories - COTS Services SERVE MORE CUSTOMERS Make services available to more customers - Users of Proprietary Systems - Geographically Distributed Users INTERNET STANDARDS Make automated services available in a standard way using Internet standards (e.g., XML and Web Services) ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards PILOT CUSTOMERS Identify specific customers who will benefit from standard- ization in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries TOP-DOWN GOVERNANCE Build trust, increase transparency, institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, re-engineer processes and applications, etc. RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

34 2/15/ :27:52 PM 5864_ER_HEALTH 34 US Federal GovernmentGrant ServicesGrantees EXAMPLE 1: Business Services at a Very High Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

35 2/15/ :27:52 PM 5864_ER_HEALTH 35 US Federal GovernmentGrant ServicesGrantees … Education Grants Services Energy Grants Services US Department of Education US Department of Energy … EXAMPLE 1: Business Services at a Very High Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

36 2/15/ :27:52 PM 5864_ER_HEALTH 36 US Federal GovernmentGrant ServicesGrantees … Education Grants Services Energy Grants Services US Department of Education US Department of Energy … Services Unique to Education Services Common to all Grants Services Unique to Energy Redundant Organizational Components EXAMPLE 1: Business Services at a Very High Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

37 2/15/ :27:52 PM 5864_ER_HEALTH 37 US Federal GovernmentGrant ServicesGrantees … Education Grants Services Energy Grants Services US Department of Education US Department of Energy … Services Unique to Education Services Common to all Grants Services Unique to Energy Grants Center of Excellence EXAMPLE 1: Business Services at a Very High Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

38 2/15/ :27:52 PM 5864_ER_HEALTH 38 US EPA Automated Services Customers … Automated Services A Automated Services B IT System A IT System B … EXAMPLE 2: Technical Services at a Much Lower Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

39 2/15/ :27:52 PM 5864_ER_HEALTH 39 …… Services Unique to System A User Authentication Services Services Unique to System B Redundant System Components US EPA Automated Services Customers Automated Services A IT System A Automated Services B IT System B EXAMPLE 2: Technical Services at a Much Lower Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

40 2/15/ :27:52 PM 5864_ER_HEALTH 40 …… Services Unique to System A User Authentication Services Services Unique to System B US EPA Automated Services Customers Automated Services A IT System A Automated Services B IT System B Shared Auth System Components EXAMPLE 2: Technical Services at a Much Lower Level SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

41 2/15/ :27:52 PM 5864_ER_HEALTH 41 Service Providers at all levels should establish SOA Governance Bodies to facilitate SOA adoption –Services Board –Services Advisory Groups Customer Advisory Groups Business Advisory Groups Technical Advisory Groups –Services Lifecycle Support Group –Customer Solutions Support Group SOA Technique: Use Resources More Efficiently by Consolidating Redundant Services

42 2/15/ :27:52 PM 5864_ER_HEALTH 42 Centers of Excellence and Shared Services are Models for Increasing Sharing and Reuse Beyond Federation

43 2/15/ :27:52 PM 5864_ER_HEALTH 43 SOA Techniques That Service Providers Can Use to Deliver More Value to Their Customers and Stakeholders Desired ValueSOA TechniqueAdoption BarrierAdoption Tactic BOOST VALUE OF SERVICE Make services more responsive to customer and stakeholder needs, increasing service utility, and boosting satisfaction levels SERVICE AGREEMENTS Specify (profile) customer and stakeholder needs and customer- provider service agreements for each service MANAGEMENT SKILLS Enterprise managers generally arent familiar with how to run their organization as a service provider EDUCATION / OUTREACH Controlled communication using simple (jargon-less) and familiar yet powerful language DO MORE WITH LESS Lower the cost of providing services, and lower the time and cost of adding new service features MODULAR SERVICES Break complex services into simpler ones; source services and new features with low cost, readily available components SERVICE SELECTION Breaking complex services into simpler ones so that they can be matched easily with readily available components REFERENCE SERVICES Menu of available services that can be readily sourced - Service Directories - COTS Services SERVE MORE CUSTOMERS Make services available to more customers - Users of Proprietary Systems - Geographically Distributed Users INTERNET STANDARDS Make automated services available in a standard way using Internet standards (e.g., XML and Web Services) ADDITIONAL COSTS Cost of selecting, implementing, and enforcing standards PILOT CUSTOMERS Identify specific customers who will benefit from standard- ization in the near term to justify costs BE MORE EFFICIENT Use resources more efficiently by consolidating redundant services and letting specialists provide them SHARING AND REUSE Reduce the number of redundant providers of the same service CULTURAL RESISTANCE Overcoming barriers to sharing services across organizational boundaries TOP-DOWN GOVERNANCE Build trust, increase transparency, institute sharing mechanisms and incentives OPTIMIZE SERVICES MAXIMUM VALUE at MINIMUM COST SERVICE TRANSFORMATION Automate services, re-engineer processes and applications, etc. RISKS OF IN-FLIGHT CHANGES Managing the risks inherent in changing operational systems and processes INCREMENTAL CHANGE Insulate customers from changes via service interfaces; facilitate incremental change via agile change processes

44 2/15/ :27:52 PM 5864_ER_HEALTH 44 Adopt SOA incrementally, continually advancing SOA adoption and optimizing services –Develop & Maintain the SOA strategy –Develop & Maintain the SOA adoption plan Identify SOA opportunities Prioritize SOA opportunities based on value Plan SOA sourcing activities based on priorities –Manage the Lifecycle of Each Service Develop & Maintain the Service Plan (Service Roadmap) Source the Service –Component Acquisition –Component Assembly –Service Quality Assurance –Service Deployment Operate the Service SOA Technique: Optimize Services by Insulating Customers from Change and Making Incremental Changes


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