1. IBM SOA EXECUTIVE SUMMIT
Sydney, 17 July 2007

2. Advancing the Business/IT linkage with SOA Governance and Service Lifecycle Management
Brigitte Anschuetz
Director, WW SOA Client Engagements
Main Point: SOA Governance and Service Lifecycle Management will be a key requirement for successful SOA Implementations and good business/IT alignment. This presentation continues the advancement IBM is making in improving customers ability to be successful with new services and enabling tools.

3. SOA Governance focuses on the end-to-end SOA environment
SOA Governance is a key requirement for successful Business/IT alignment and SOA process success
Business View
Process View
IT View
Presentation
Focus
Main Point: SOA is about aligning Business and IT to achieve improved business flexibility and agility. Good SOA Governance will be a key requirement in achieving SOA successful deployment.
IBM is continuing to evolve and enhance the value that we bring to companies by building on the SOA announcements we made last fall. We have a number of registry/repository products that assist customers in moving to SOA.
SOA Governance focuses on the end-to-end SOA environment

4. What the Analysts Are Saying
“Half of all companies and 77% of large enterprises reported that they are or will be using SOA by the end of Why? Evidence is mounting that SOA provides real benefits for business integration and flexibility.”
Real-World SOA: SOA Platform Case Studies, Forrester Research, Inc., September 2005
CIOs continue to struggle to align business and IT in meaningful, measurable ways. More effective IT governance processes and tools are becoming top priorities among business-savvy CIOs.
Five Ways the Rise of IT Governance Will Change How Enterprises Buy IT, Summit Strategies, December 2005
In 2006, lack of working governance mechanisms in midsize-to-large (greater than 50 services) post-pilot SOA projects will be the most common reason for project failure (0.8 probability).
Management Update: Predicts 2006: The Strategic Impact of SOA Broadens, Gartner, Inc., Jess Thompson, Yefim V. Natis, Massimo Pezzini, Paolo Malinverno, November 23, 2005
With the widespread adoption of SOA, the challenges associated with SOA projects are emerging. SOA governance isn't optional — it's imperative. Without it, return on investment will be low and every SOA project out of pilot phase will be at risk.
Service-Oriented Architecture Craves Governance, Gartner, Inc., Paolo Malinverno, January 20, 2006

5. The challenges with achieving the benefits of SOA are emerging
The challenges with achieving the benefits of SOA are emerging. Governance isn’t optional it is an imperative. Without it, return on investment will be low and every SOA project will be at risk
Governance
The establishment of chains of responsibility to empower people, measurement to gauge effectiveness, policies to guide the organization to meet their goals, control mechanisms to ensure compliance, and communication to keep all required parties informed
IT Governance
The application of governance to an IT organization, its people, processes, and information to guide the way those assets support the needs of the business.
SOA Governance
A specialization of IT Governance that puts key IT Governance decisions within the context of the lifecycle of service components, services, and business processes. It is the effective management of this lifecycle that is the key goal of SOA Governance.

6. SOA Governance improves the opportunity to achieve business flexibility and agility with SOA
Business Impact
Involving business in the decision making and direction of IT through governance process and enabling tools
Technical Impact
Supporting SOA value proposition of service reuse with federated registry and repository strategy and products
Personal Impact
Driving Organization Change to improve business/IT communications, collaboration and alignment
Main Point: SOA Governance and Service Lifecycle Management support the business/IT alignment and focus on not just technical aspects of SOA, but also the Organization and Change Management requirements

7. Governance is critical to overall SOA Success*
NEW! *
NEW!
Cultural Changes
Technical Changes
Main point: Governance is critical to the success of your projects. There are two elements of governance to consider: the technical side whereby you have the infrastructure to encourage the re-use of deployed services, as well as the orgnizational aspect by which your organisation develops and fosters a culture of reuse.
Techincal Changes
Encourage Reuse
Enhance Connectivity
Help optimize service performance
Enable Governance
Technology working together:
Service Development-Rational asset manager
Service Management- Tivoli CCMDB
Service Deployment-WSRR
Cultural Changes
Re-use top of mind
Design for longevity
Enforce policies
Key Enabling Tools
Enhanced WebSphere Registry & Repository
New Rational Asset Manager
Fostering a culture of reuse
SOA Governance and Mgmt Method
GBS SOA Services

8. Connectivity Entry Point:
SOA Governance and Service Lifecycle Management continues to focus on supporting the SOA Entry Points
People Entry Point:
Interaction and Collaboration
Process Entry Point: Process Automation
Information Entry Point: Information as a service
Reuse Entry Point: Creating and reusing proven, high-value assets
Main Point: IBM has defined five distinct and inter-related SOA entry points to help our customers succeed with SOA. These entry points are driven by both business and IT needs. When a customer decides to go to SOA via one of these entry points, a key next step will be to think about how they want to implement SOA Governance, and along with SOA Governance the components of Service Lifecycle Management, including Quality Management.
Connectivity Entry Point:
Securely and flexibly interconnecting

9. LoB, Enterprise, Org & Cultural Change can be driven by addressing these questions with SOA Governance
Who manages the Services Repository?
Who uses it?
How does the registry and repository get used? What controls are necessary?
How do we govern and manage the Life Cycle of services?
What metrics and key performance indicators will we use?
How do we govern and manage our SOA Identification, development and deployment approach?
What standards do we need to establish and when?
What is our SOA Vision and Strategy?
What processes do we need to identify, develop, deploy and manage services?
What can I reuse from my existing IT Governance Model?
How do we measure our model and the effectiveness of services?
Important Points On This Slide:
Change, which will happen with any effective SOA implementation needs to governed and managed so the level, speed and scope of the change doesn’t cripple the implementation and cause it to fail from it’s weight
Te questions shown here are some excellent discussion points questions to consider when implementing a company’s SOA governance implementation at any phase, stage or implementation level.
Speaker Notes:
Here are some excellent questions to help define the scope of SOA governance and also help to spark some discussion on how the customer not only does some of these things today, but how they would like to do them in the future. The questions are associated with the appropriate phase of the governance lifecycle. We will walk through the significance of each of these questions:
What is our SOA vision and Strategy? This is probably the most important question any company should be asking themselves before they go down the SOA path. The SOA Vision and Strategy defines the value drivers for why a company is adopting SOA in the first place and their reasoning for SOA. This is important because these drivers will mold and shape the initial iterations of a governance model. For example, if a company is more interested in the benefits of faster integration through SOA, they may want to establish a governance model that first tackles (governs) the processes across the service lifecycle that provide improved ability for shorter lead times on integration projects.
What can I reuse from my existing IT Governance model? SOA governance is more a problem of organization than technology. Like any organizational problem that requires change, it is crucial to minimize disruption to mitigate the most risk that this change will actually be accepted by the organization. To accomplish this, it is crucial that you extend any established organizational mechanisms that an IT organization has used for governance whether this are IT Exec Steering Committees, Architectural Review Boards, Project Management Offices, etc. for service orientation. Many times these existing mechanisms are made up of the organizational thought leaders, so their buy-in is imperative to the success of SOA. Many IT governance can be extended for SOA governance. Does the company have a software development lifecycle methodology? What policies do they have when implementing IT? How do they fund and or prioritize IT projects? All of these questions need to be understood for IT governance so that SOA governance can be implemented in a way TO MINIMIZE DISRUPTION maximizing the probability for success.
How do I ensure governance when consuming and producing services, composite services, and business processes? This goes back to our slide on service lifecycle management (slide 6). How are we going to implement all of the processes needed for lcm? How are we going to phase these processes so that the initial iterations of governance align with initial objectives for SOA. Also what do we have to do differently for each process given the role of service provider as opposed to service consumer?
How do I define, enforce, evolve, and communicate required standards and best practices across the service lifecycle? This question is closely related to the last question. Now that we have identified what are all of the critical processes in the service lifecycle. It is not enough to just define these process despite the fact that many governance initiatives do stop at process definition and as a result ultimately fail. However, the successful governance initiative goes beyond definition and needs to consider not just definition of these processes but also how will they be enforced? How will they be communicated so that everyone knows the right thing to do? How will they evolve with the changing needs of the architecture? And most importantly how will these processes across the lifecycle be implemented so that it is easy for everyone to do the right thing. This goes back to that notion that effective governance should build schools and not prisons.
How do I phase the implementation of SOA governance? This is another imperative question that needs to be answered so that we can mitigate the risk of trying to do too much at once and boiling the ocean. The adoption path for SOA governance is like SOA, it should be done incrementally. A key way to phase an SOA governance effort is to focus on only a subset of the processes around the service lifecycle (see slide 6) for the first iteration and phase in additional processes in subsequent iterations of your governance effort. So, by taking this approach, which processes would be most important to you to establish initially given your initial interest in SOA? That question can only be answered after you clearly define your SOA vision and Strategy and obtaining a common understanding of the value drivers or immediate goals for your company to adopt SOA.
What runtime platforms help automate the implementation of governance? When we listed the elements of an SOA governance model on slide 7, platform was one of those key 6 elements. The answer to this question goes back to that notion of building schools not prisons when establishing your governance model. How are you going to make it easier for those who are being governed to do the right thing. Once obvious way is through a platform that automates many of the tasks around enforcement and communication. This automation can be done by setting up WebSphere Service Registry and Repository to help manage service metadata and associate policies with services. It can be done with monitoring solutions like Tivoli ITCAM for SOA, so that companies can be more reactive on service outages and more proactive on scaling.
How do I measure the governance model and the effectiveness of services? and What metrics and KPI’s wil we use? If we go back to our original definition of governance, we will recall that there is a measurement component. All governance needs to have some measurement component to measure its effectiveness. So what are the KPI’s that you will need to define to measure that effectiveness. These KPI’s should reinfoce the initial goals / vision of the SOA and the SOA governance model.
The diagram also shows the five layers of Chains of Responsibility, Measurement, Policies, Control Mechanisms, and Communication, which correspond with the 5 elements in our original definition of governance. The layering on this slide is shown because when answering these questions around scoping, we need to look at the answers for each of these questions through these 5 different lenses so that governance is ensured.
For example, lets look at the question of What can I reuse from my existing IT Governance Model? We should look at each one of these layers to ensure that element is incorporated into the answer if applicable? So we would look at existing chains of responsibility in the IT Governance model. We would also look at measurement, policies, control mechanisms and communication of the existing IT governance model to understand how it is done. All elements (layers) of governance may not be applicable for each one of these scoping questions but it is important to understand which layers are and why.
Change, which will happen with any effective SOA implementation, needs to be governed and managed so the level, speed and scope of the change doesn’t cripple the implementation and cause it to fail from it’s weight

10. SOA Governance Lifecycle drives business/IT alignment at the beginning of SOA deployment
Scope the Governance Need
Document and validate business strategy for SOA and IT
Assess current IT and SOA capabilities
Define/Refine SOA vision and strategy
Review current Governance capabilities and arrangements
Layout governance plan
Design the Governance Approach
Define/modify governance processes
Design policies and enforcement mechanisms
Identify success factors, metrics
Identify owners and funding model
Charter/refine SOA Center of Excellence
Design governance IT infrastructure
Put the Governance Model into Action
Deploy governance mechanisms
Deploy governance IT infrastructure
Educate and deploy on expected behaviors and practices
Deploy policies
Manage & Monitor the Governance Processes
Monitor compliance with policies
Monitor compliance with governance arrangements
Monitor IT effectiveness metrics
Important Points On This Slide:
SOA governance should be implemented within a lifecycle to take advantage of iterative improvement.
Our lifecycle has four main phases: plan (assess the need for governance and gather inputs), define (define the governance model), enable (implement the governance model), and measure (use defined KPI’s to measure the governance model’s effectiveness)
Speaker Notes:
This slide shows the SOA Foundation and the various phases of the service lifecycle – model, assemble, deploy and manage. We are not going to go too deep into the service lifecycle, since you have seen this already. <NOTE – a pre-req for the customer being briefed on SOA governance is for them to be briefed on SOA where they will get their fill of the lifecycle.> The SOA foundation shows governance as the bottom layer and this layer supports all phases of the lifecycle. This is important point – an effective governance model will govern ALL phases of the service lifecycle and need to transcend all phases of the services lifecycle. Each phase will have a series of quality gates of checkpoints that the service needs to comply with before it graduates to the next phase of the lifecycle.
IBM has also defined the lifecycle for SOA governance. Similar to the lifecycle of a service, the lifecycle for SOA governance has 4 main phases of plan, define, enable, and measure. Also, like the services lifecycle, the SOA governance lifecycle is iterative. We will now go into the phases and describe their significance.
Plan – The plan phase is used to asses the need for governance. It is in this phase where you understand the organizational context that is crucial to defining a governance model that will be accepted by the enterprise. In this phase, you examine the following things: What is the current operational model? Does the enterprise have an IT governance model? What are the current IT governance mechanisms (ie Architectural Review Board)? How does the company make IT decisions? How do those decisions get disseminated across the org? What were some of the enterprise wide initiatives that the company has taken on and why did they succeed of fail? How effective is the current IT governance model? What needs to change? What are the current IT standards, best practices, policies, and principles?
Define – In the define phase, you define the governance model. In this phase, you define all 5 elements of the governance model that we covered earlier (see slide 4). When defining the model, you will need to define such things as the organizational mechanisms, the decision rights, the metrics to measure the effectiveness of the governance model, what key processes are you going to govern (ie versioning process, testing process, etc.), business domains, owners to those domains, etc. You will decide if you want to establish a CoE in conjunction with your governance model. You will also define an education, mentoring, communication and transition plan to help map out the implementation of the governance model.
Enable – In the enable phase, you implement the governance model as outlined in the transition plan. Everything that you just defined in the last phase will need to be enabled. The definition of a transition plan is crucial here since the transition plan should give you the plan of attack for implementing these various elements and phase this work in such a way that hedges the greatest amount of risk.
Measure – Finally the measure phase answers the question of how effective is the governance model? Given the key metrics you defined in the define phase, the measure phase will aggregate data based on those metrics and understand if the governance initiative is effectively meeting its objectives.

11. SOA Governance Model Vitality SOA Vision Compliance Governed Processes
Skills
Infrastructure & Tools
Principles, Policies, Standards & Procedures
Implemented by
Monitors & Metrics
Governance Mechanisms
Managed by
Monitored by
SOA Vision
Communication
Exception/Appeals
Vitality
Compliance
Organizational Change Management
Governed Processes
Service Design
Service Transition
Service Strategy
Service Operation
SOA Strategy
Service Modeling
Service Testing
Service Deployment
Service Delivery
Service Architecture
Define Service Funding
Security Management
Service Assembly
Service Domain Owners
Event Management & Service Monitoring
Service Support
Supported by

12. SOA Governance and Management Method (SGMM) V2 aligns business and IT strategy for successful SOA
Customer tested SOA Governance Method
Leverages existing governance model
Detailed governance process guidance
Comprehensive framework and processes span lifecycle of SOA governance
Methodology to help clients establish SOA Centers of Excellence
Plan
Define
Enable
Measure
Determine the Governance Focus
Define the SOA Governance Model
Implement the SOA Governance Model
Refine the SOA Governance Model
Tailor method for
goals / environment
Define and refine governance processes
Implement the transition plan
Measure effectiveness governance processes
Define scope of governance
Define organizational change
Initiate SOA Org Changes
Measure effectiveness of organization change
Understand current
Governance model
Define IT changes in SOA development
Launch the SOA Center of Excellence
IBM has also defined the lifecycle for SOA governance. Similar to the lifecycle of a service, the lifecycle for SOA governance has 4 main phases of plan, define, enable, and measure. Also, like the services lifecycle, the SOA governance lifecycle is iterative. We will now go into the phases and describe their significance.
Plan – The plan phase is used to asses the need for governance. It is in this phase where you understand the organizational context that is crucial to defining a governance model that will be accepted by the enterprise. In this phase, you examine the following things: What is the current operational model? Does the enterprise have an IT governance model? What are the current IT governance mechanisms (ie Architectural Review Board)? How does the company make IT decisions? How do those decisions get disseminated across the org? What were some of the enterprise wide initiatives that the company has taken on and why did they succeed of fail? How effective is the current IT governance model? What needs to change? What are the current IT standards, best practices, policies, and principles?
Define – In the define phase, you define the governance model. In this phase, you define all 5 elements of the governance model that we covered earlier (see slide 4). When defining the model, you will need to define such things as the organizational mechanisms, the decision rights, the metrics to measure the effectiveness of the governance model, what key processes are you going to govern (ie versioning process, testing process, etc.), business domains, owners to those domains, etc. You will decide if you want to establish a CoE in conjunction with your governance model. You will also define an education, mentoring, communication and transition plan to help map out the implementation of the governance model.
Enable – In the enable phase, you implement the governance model as outlined in the transition plan. Everything that you just defined in the last phase will need to be enabled. The definition of a transition plan is crucial here since the transition plan should give you the plan of attack for implementing these various elements and phase this work in such a way that hedges the greatest amount of risk.
Measure – Finally the measure phase answers the question of how effective is the governance model? Given the key metrics you defined in the define phase, the measure phase will aggregate data based on those metrics and understand if the governance initiative is effectively meeting its objectives.
Review and refine operational environment
Identify ‘Reuse’ elements
Define Metrics and Measures for success
Implement infrastructure for SOA
Continuous SOA Governance Process Measurement & Improvement

13. Alignment with Enterprise Architecture best practices for governance
SOA Governance and Management Method (SGMMv2) Detail necessary to implement successfully End 2 End
Fully documented SOA Governance method for processes to be governed which includes:
Detailed process descriptions
Process and swim lane diagrams with policy enforcement and governance check points
Alignment with Enterprise Architecture best practices for governance
SOA Governance engagement support for:
Processes to be governed including: Infrastructure, configuration and management activities
Alignment of SGMM with PRMIT, ITIL, CoBiT, SOA Foundations
Details for setting up a SOA Center of Excellence (COE)
How to plan, build and implement the SOA CoE
Mission and Role, Responsibilities - Communication, Mentoring, Education Plans
Enabling tools available to support the method:
Planning, Modeling and Design - Rational Method Composer (RMC), Rational Asset Manager (RAM)
Implementation, Monitoring, Collaboration, Enforcement, Management - WebSphere Service Registry and Repository (WSRR), Security Policy Mgmt (Sparkle), ITCAM 4 SOA, 3rd Party Vendors
Main Point: New functions in SGMM

14. SOA Governance Patterns for SGMM
SGMM v2 introduces the concept of SOA Governance Patterns.
SOA Governance Implementation Pattern
Organizational Change and Change Management SOA Governance Pattern
SOA CoE Pattern
SOA Integration Governance Pattern
BPM SOA Governance Pattern
SOA Security Governance Pattern
SOA Annuity Governance Pattern
SOA Governance Patterns are based on the specific needs of the customer.
It allows for a flexible, customized, component based SOA Governance Model that will mature and change with the customers needs.

15. Change Management Goals:
SGMM V2 vision of success includes the Organizational Change and Change Management
Change Management Goals:
“Help ensure that people impacted by the changes….
The Change Management Pattern will:
Mitigate risks with appropriate oversight & control
Increase reuse & buy-in promoting the use of Services
Speed Adoption of the Governance model enabling a successful implementation
Facilitate the achievement of program benefits
Understand
Accept
Are Prepared for, and
Are Committed to
the changes that will affect them.”
A key to successful SOA and SOA Governance implementations is a focus on organizational change and change management. Moving to SOA creates a significantly new environment for both Business and IT, and there will need to be a focus on the impacts of this new environment. Going with the overall SOA Governance plan there will need to be a group supporting an overall organization change plan. In IBM, that group is called the Center of Excellence.
Current
State
Target
State
Transition State

16. Center of Excellence (CoE) Role and Mission Makes SOA success Someone's Responsibility
Provide Project Support
Provide direct project assistance to drive architecture and gain feedback on vitality & viability and harvest assets
Socialize Architecture
Communicate framework, best practices, assets, patterns, templates, recipes, methods and other blueprints
Provides Skills Transfer & Early Proof of Concepts
Identify skills gaps and create development roadmaps
Drive use of new technologies
Center of Excellence
Promotes Asset Adoption
Manage service, service component, pattern, data re-use processes to reduce project risk and accelerate delivery
Provide Architecture Vitality & Thought Leadership
Continuously assess, refine and architecture framework and supporting assets based on internal & external influences
Conduct Architecture Reviews
Perform independent design and architecture reviews for key applications
Provides Best Practice Policy & Procedures
Provide expert resources to accelerate delivery of critical architecture practices
Production Support
Enable infrastructure teams to execute on build/deploy, tuning, and metrics reporting

17. Assist and support your decision to implement SOA and SOA governance
Center of Excellence (CoE) speeds SOA success
SGMM V2 supplies expertise to help get started
Assist and support your decision to implement SOA and SOA governance
Knowledge:
A CoE serves to supply the expertise to the organization for SOA implementation and execution
Delivery:
Enables successful delivery of your business strategy with establishment of technical resources.
Center of Excellence
Capabilities:
SOA Architecture Workshop
SOA Architecture Design and Customization
SOA Architecture Review
Software environment installation and configuration
Education and Skills Transfer
IBM recommends creating a Center of Excellence. A SOA Center for Excellence (CoE) combines the expertise and assets from across IBM. It helps clients who have made an enterprise-wide commitment to architectural change speed the adoption of that change, mitigate risk, and align the transformation with industry best practices. The SOA CoE accomplishes these goals by leveraging assets and best-practices developed from experience across IBM with similar enterprise transformations. In essence, the CoE is designed to supply a set of services to assist in implementing an SOA Center of Excellence to support the SOA Governance customization and implementation for a customer.
The capabilities that a CoE can supply is:
Assist in customizing the SOA Governance and Management Method for the unique client environment.
Conduct SOA Architecture workshops and review a clients current Service Oriented Architecture
IBM can also supply you with training and mentoring
Customization:
Assist in customization of SOA Governance Method to meet unique requirements
SOA on your terms and our expertise

18. IBM offers 6 key service offerings to assist in SOA implementations
IBM offers 6 key service offerings to assist in SOA implementations. All supported by SOA Governance
SOA Strategy
Helps a C-level exec layout a complete SOA Strategy, Architecture and Roadmap to transformation organization and systems towards a service oriented model.
SOA Diagnostic
For clients that have already started their SOA transformation but want IBM to evaluation how they are doing and make improvement recommendations.
Business Process Management Enabled by SOA
It is a discipline that enables effective management of core business processes across an organization.
SOA Governance
SOA Implementation Planning
Helps a Line of Business or Application Group define future business process, the high impact services and the corresponding solution architecture
SOA Design, Development, and Integration Services
The core implementation of an SOA solution. It is designed to be a follow-on from an early BPM or SOA planning phase.
SOA Management
Helps an organization ensure that the required processes, controls, responsibilities and activities are deployed to successfully manage SOA solutions

19. The SOA Offerings are enabled by these Key SOA Assets
Each Asset provides value and a solution for specific SOA needs.
Collectively, the Assets provide End 2 End Value to create your SOA
CBM
SIMM
The major areas of focus are:
Component Business Modeling (CBM)
Service Integration Maturity Model (SIMM)
SOA Governance and Management (SGMM)
WS Business Service Fabric (WBSF)
Service Oriented Modeling and Architecture (SOMA)
Enterprise Architecture (EA) Application Portfolio Management (APM)
SOA Reference Architecture
Legacy Transformation
(SGMM) SOA
Governance
WS Business Service
Fabric
SOMA
Enterprise
Architecture
Legacy
Transformation
SOA Reference
Architecture
Transformations
Artefacts
Views
Inventory

20. Getting started with SOA Governance is faster and easier with SGMM V2, a COE and Services
Improve Organization Change capability
Use Proven Best Practices Approach
Develop customized processes faster
SOA requires not just technical, but organizational education supplied with SGMM V2 documentation
Detailed usage and process maps allow for faster development of SOA Governance environment
Creation of a COE and use of GBS expertise allows fast start based on initially supplied expertise
Main Point: IBM continues to enhance SOA Governance focused capability. SOA Governance will be key to getting started and being successful with SOA.
Create environment for SOA success with expertise and customized approach
Accelerate acceptance of new SOA paradigm
Minimize time and effort to get started

21. Tools that support the SOA Governance and Management Method (SGMMv2) help get an SOA started faster
Design the Governance Approach
Rational Method Composer
Rational Portfolio Manager
Scope the Governance Need
Rational Method Composer
Rational RequisitePro
Rational Portfolio Manager
Put the Governance Model into Action
Websphere Service Registry and Repository
Rational Asset Manager
IBM’s DataPower
Manage & Monitor the Governance Processes
IBM Tivoli Composite Application Manager for SOA (ITCAM)
Tivoli Configuration and Change Management Database (CMDB)
Important Points On This Slide:
SOA governance should be implemented within a lifecycle to take advantage of iterative improvement.
Our lifecycle has four main phases: plan (assess the need for governance and gather inputs), define (define the governance model), enable (implement the governance model), and measure (use defined KPI’s to measure the governance model’s effectiveness)
Speaker Notes:
This slide shows the SOA Foundation and the various phases of the service lifecycle – model, assemble, deploy and manage. We are not going to go too deep into the service lifecycle, since you have seen this already. <NOTE – a pre-req for the customer being briefed on SOA governance is for them to be briefed on SOA where they will get their fill of the lifecycle.> The SOA foundation shows governance as the bottom layer and this layer supports all phases of the lifecycle. This is important point – an effective governance model will govern ALL phases of the service lifecycle and need to transcend all phases of the services lifecycle. Each phase will have a series of quality gates of checkpoints that the service needs to comply with before it graduates to the next phase of the lifecycle.
IBM has also defined the lifecycle for SOA governance. Similar to the lifecycle of a service, the lifecycle for SOA governance has 4 main phases of plan, define, enable, and measure. Also, like the services lifecycle, the SOA governance lifecycle is iterative. We will now go into the phases and describe their significance.
Plan – The plan phase is used to asses the need for governance. It is in this phase where you understand the organizational context that is crucial to defining a governance model that will be accepted by the enterprise. In this phase, you examine the following things: What is the current operational model? Does the enterprise have an IT governance model? What are the current IT governance mechanisms (ie Architectural Review Board)? How does the company make IT decisions? How do those decisions get disseminated across the org? What were some of the enterprise wide initiatives that the company has taken on and why did they succeed of fail? How effective is the current IT governance model? What needs to change? What are the current IT standards, best practices, policies, and principles?
Define – In the define phase, you define the governance model. In this phase, you define all 5 elements of the governance model that we covered earlier (see slide 4). When defining the model, you will need to define such things as the organizational mechanisms, the decision rights, the metrics to measure the effectiveness of the governance model, what key processes are you going to govern (ie versioning process, testing process, etc.), business domains, owners to those domains, etc. You will decide if you want to establish a CoE in conjunction with your governance model. You will also define an education, mentoring, communication and transition plan to help map out the implementation of the governance model.
Enable – In the enable phase, you implement the governance model as outlined in the transition plan. Everything that you just defined in the last phase will need to be enabled. The definition of a transition plan is crucial here since the transition plan should give you the plan of attack for implementing these various elements and phase this work in such a way that hedges the greatest amount of risk.
Measure – Finally the measure phase answers the question of how effective is the governance model? Given the key metrics you defined in the define phase, the measure phase will aggregate data based on those metrics and understand if the governance initiative is effectively meeting its objectives.

22. Each phase of the SOA Lifecycle has different challenges requiring different governance capability
Service Deployment
Service Development
Optimizing service interactions to business process
Need to control and eliminate and “rogue services”
Service compliance important but difficult
Poor communication and collaboration within teams
Testing service interactions complex
Creating the same service multiple times
Main Point. At each phase of the SOA Lifecycle there are different challenges that require different governance capabilities. IBM has different approaches and enabling tools at each phase.
Service Management
Developing a governance approach requires corporate commitment
Enforcement of policies needed on-the-fly
Dynamic service reporting complex

23. Governance is supported by a federated set of capabilities to meet the challenges
Service Development
Service Deployment
Service Discovery
Service Development Lifecycle
Runtime Repository
Runtime Discovery
Service Registry & Repository
Service Asset Manager
Other Service Endpoint Registries / Repositories
Info based Services
UDDI
Registries
Development Registries
Asset Development Management
Other External
Reg / Rep
Version
Control
Main Point: IBM’s Registry/Repository Strategy incorporates the concept of federation, since it is not possible to have a single repository that will be able to handle all the functionality needed across Service Lifecycle Management.
Change and Configuration Management
Service Management
Operational Efficiency & Resilience
Configuration Data Discovery
Managing change

24. Software development assets are used to create SOA Services within the phases of the SOA Lifecycle
Define
Search/
Retrieve
Create/
Modify
Govern
Measure
Rational Asset Manager
Encourage Reuse
Flexible search
Reuse WSRR deployed services
Search/
Retrieve
Create/
Modify
Simplify development & collaboration
Change and version assets and artifacts via ClearCase and ClearQuest integrations
Discussions, and RSS
Enhance Traceability
Enables linkages between deployed service and related assets
Ensure reusable services
Asset types and relationships
Categorization
Attributes
Govern
Define
Rational Asset Manager and the WebSphere Service Registry and Repository work together to support and govern the entire SOA lifecycle.
IBM’s strategy is to have 2 repositories. RAM is a development-time repository that stores and catalogs services and other assets that can be reused or deployed within multiple applications, while WSRR is a runtime catalog of deployed services. The two repositories work together to support the following important scenarios:
Search / Consume – A developer, architect or analyst can go to a single web or Eclipse based IDE interface and search for both development-time assets and deployed services. The seamless integration between RAM and WSRR remove the need for the user to search 2 repositories. Consuming the asset in context is also seamless and as easy as clicking a button.
Review / Govern- Both RAM and WSRR support the enforcement and customization of review processes to govern that state of assets or services. Separate processes can be set up for development time vs. runtime governance and there is flexibility in customizing these processes.
Administration- Although the 2 repositories will likely be set up and administered by separate organizations, administration and maintenance of the two repositories is similar. The two repositories share important metadata like taxonomies and access control lists to make administration easy.
Impact Analysis- Analysts and architects can easily see the impact of modifying services by drilling into the links and statistics that the 2 repositories store.
Measurement – Managers and team leads can generate repository audits, evaluate repository usage, and be notified of changes to repository assets.
Publishing – When services are deployed, linkages between the development information in RAM and the deployment information in WSRR are made and maintained, allowing deeper integration between the 2 repositories
Reusable Asset Repository (Unannounced: Rational Asset Manager) is used to
Manage promotion of service through development
Publish service artefacts as reusable assets
Find reusable assets that can be used to build new composite applications
Manage asset life cycle and understand impact analysis
Service Registry/Repostory (WebSphere Service Registry and Repository) is used to
Find deployed service endpoints that could be useful in context of new composite application
Perform analysis of impact a change in service definitions might have on deployed services
Manage promotion of services from test to acceptance to production
Provide system of record for deployed services for use by SOA runtimes and service management technologies
Manage and provide detailed information about relationships between services
Manage the service metadata to support SOA runtimes
CMDB (Tivoli CCMDB) is used to
Provide central access to service configuration and operational information gained through sensors and monitoring
Provide metadata for topology building
Drive process managers, such as for change and release management
Enable Service Asset Governance
Asset review boards
Workflow, customizable via ClearQuest
Access controls based on groups, roles, users, asset types
Measure
Quantify Asset Reuse
Metrics and reporting

25. WebSphere Service Registry and Repository (WSRR) is a key enabling tool to manage and control services
WebSphere Service Registry and Repository
Publish
Find
Enrich
Govern
Manage
Publish
Find
Enrich
Encourage Reuse
Find and reuse services for building blocks for new composite applications.
Enhance Connectivity
Enable dynamic and efficient interactions between services at runtime.
Main point: Introducing the WebSphere Service Registry and Repository
The WebSphere Service Registry and Repository is a integrated service metadata repository that helps you govern and manages services through the service lifecycle. It enables you to store, access, and manage information about the services (commonly referred to as service metadata) in your SOA. This information is used to select, invoke, govern, and reuse services as part of a successful and dynamic SOA. By promoting visibility, consistency, and reducing redundancy in SOA and by managing the service lifecycle, WebSphere Service Registry and Repository helps you get the most business value from SOA.
Definition (FYI)
Service metadata is anything used to talk about services - such as descriptions, owner etc. Artifacts are files such as XML docs or XSDs or WSDL docs.  Metadata is a generic concept, ie information about an artifact: a service, a wsdl, an xml schema, a policy etc.
WebSphere Service Registry and Repository includes:
• A service registry that contains information about services, such as the service interfaces, its operations, and parameters
• A metadata repository that has the robust framework and extensibility to suit the diverse nature of service usage
Key Features
1) The Publish and Find Capabilities helps improve visibility, reduce redundancy, and encourage reuse
The WSRR allows you to publish and find services and related metadata through all stages of the SOA lifecycle
It also integrates with other registries to allow publish and find with other standards registries
2) The WSRR enriches SOA runtime interactions to add dynamism to SOA
The WSRR enables dynamic and efficient service interactions at runtime by…
Optimizing access to service metadata
Managing service policies
This capability is supported by CICS and key WebSphere products such as the ESB
3) The WSRR also enables SOA governance to help maximize the business value of SOA
Managing service lifecycle states with guards for state transitions
Enables impact analysis to determine the impact of service introduction, deletion or alteration
Also provides for roles based access and versioning
Govern
Manage
Enable Governance
Govern services throughout the service lifecycle
Help optimize service performance
Enable enforcement of policies. Versioning. Impact analysis

26. WSRR and RAM have support for current products in an SOA environment
Development-time
Deployed / Run-time
Define
Search/
Retrieve
Create/
Modify
Govern
Measure
Rational Asset Manager
Publish
Find
Enrich
Govern
Manage
WebSphere Service Registry and Repository
Federated Search & Publish
WebSphere ESB, Message Broker,
Process Server
ClearQuest
ClearCase
Software Architect
CICS
Generic Client
(.Net or other)
Datapower
Business Services Fabric,
ITCAM for SOA
Asset based development change, notification and review process
Service traceability to versioned assets and referenced artifacts
Ensures services are developed consistently & in compliance with architecture
Any CICS Web services provider program publish & read capability
Web services client can publish and search
Optimized service metadata access on WSRR Lookup for dynamic endpoint selection and binding
Mediations based on WSRR Lookup for dynamic endpoint selection and binding
Not every deployed service is a reusable asset and not every reusable asset is a deployed service
Managing development of assets vs. operational metadata for services.
Each provides a unique set of functionality. For example IBM Rational has systems development customers like Bosch who are not implementing services but are reusing other software components and want to take advantage of the unique capabilities offered by Rational Asset Manager.
There are some customers who aren’t reusing components but are reusing services and want to take advantages of the unique runtime service mediation capabilities in WSRR.
Confusion sometimes arises around when to use these two products together when service is the type of component that a customer wants to reuse. The reason is because there is a small set of similar functionality around search, categorization, access control, metadata and workflow
Although there is some overlapping functionality it applies to different use cases and content for each product. I’ll describe when these products have to interact later which should help understand the differences in their function.
Other WSRR Key Functions
Notify clients of changes
Information about metadata service interaction endpoints
Discover services and metadata from other registries
Publish newly developed services and artifacts
Asset Notifications can optionally occur when:
An asset is submitted / updated
Review state of an asset is changed
Search subscriptions are also supported
Notified periodically of search results
Not every deployed service is a reusable asset and not every reusable asset is a deployed service
A service will be one of many types of assets managed by Rational Asset Manager

27. Improve business flexibility and service reuse within SOA development and deployment by adding RAM
Define
Search/
Retrieve
Create/
Modify
Govern
Measure
Rational Asset Manager
Improve quality while reducing development cost and time
Promote cross project communication of reusable assets
Manage compliance and govern multi-platform development assets to
Managing and facilitate software reuse of assets, including Services
Drive improvements in end-to-end service quality
Enforce and monitor integrity
Definable and auditable processes
Incorporated in overall SOA Governance
Promote reusable asset sharing
implement a cross org workflow
Faster delivery of assets
Reduce software development and operational costs by facilitating the reuse of all types of software development related assets, including service assets used in Service Oriented Architecture (SOA) development.
Improve quality by facilitating the reuse of approved & proven assets. (Re)using requirements, design, construction, test, and deployment assets allows customers to leverage software investments in packaged, existing, and new applications.
Integrated with other Rational and SWG tools, such as IBM Rational ClearCase, IBM Rational ClearQuest and IBM Rational’s Architecture Management Solutions, including IBM Rational Application Developer and IBM Rational Software Architect. In addition, IBM Rational Asset Manager, a development-time asset repository, is closely integrated with IBM WebSphere Service Registry and Repository for management of runtime SOA assets.
Unify disparate development teams
Enable reuse and eliminate rework
Enforce and govern architectural standards
Control access and utilization of assets.
Accelerate delivery
Increase quality
Improve reliability

28. Service management and control will require the function in a registry/repository supplied by WSRR
Publish
Find
Enrich
Govern
Manage
WebSphere Service Registry and Repository
Promotes reuse and eliminate redundancies
Enriches SOA runtime interaction
Enables better control of SOA with governance
Publish and find services and related metadata through all stages of SOA
Integration and federation with other standard registries and repositories
Enable optimized access to service metadata
Manage service interactions and policies
Facilitates SOA focused service lifecycle management
Analyze impacts of service introduction, retirement or alteration by maintaining relationships
Reduce software development and operational costs by facilitating the reuse of all types of software development related assets, including service assets used in Service Oriented Architecture (SOA) development.
Improve quality by facilitating the reuse of approved & proven assets. (Re)using requirements, design, construction, test, and deployment assets allows customers to leverage software investments in packaged, existing, and new applications.
Integrated with other Rational and SWG tools, such as IBM Rational ClearCase, IBM Rational ClearQuest and IBM Rational’s Architecture Management Solutions, including IBM Rational Application Developer and IBM Rational Software Architect. In addition, IBM Rational Asset Manager, a development-time asset repository, is closely integrated with IBM WebSphere Service Registry and Repository for management of runtime SOA assets.
Reduce huge maintenance costs by enabling a flexible infrastructure
Eliminate lack of ownership and misalignment of activities with business initiatives
Address the IT pain point of poor reuse and duplication

29. Service Lifecycle Management tools enhance each team members ability to be successful
Model business goals
Identify key business goals
Business Executive
Websphere Business Modeler
Websphere Integration Developer
Establish quality management process
Align key business goals
Track Service Development
IT Executive
Rational Method Composer
Rational RequisitePro
Rational Portfolio Manager
Create/Govern New Services
Discover services for reuse / publish service
Manage and build run time assets
Developer
RBDe
Rational Software Architect
WSRR
Rational Asset Manager
Rational ClearCase and Build Forge
Test Changes
Tester
Rational Tester for SOA Quality
Rational Performance Tester Extension for SOA Quality
Main Point: With the focus in SOA on Business/IT relationship, there are key roles in both the business group and the IT organization supplying the support for the business in every phase of the SOA Lifecycle. This is not just about testing. It is an iterative and continuous process that will be have to deal with services that may be a multiple levels of the lifecycle.
In the model phase of the SOA Lifecycle, the business team, in the form of business executive, with business analyst or managers, develop the goals and objectives for the new or updated service.
At the same time the IT Executive is working to establish the overall, end-to-end quality Management process, using the SOA Governance and Management method plug-in and the Tivoli Unified Process from Rational Method Composer.
Once the functional and performance requirements are established in the Model phase they can go to Development to create using a number of Rational development tools.
Going to Deploy, Rational has two new test tools to support SOA Quality Management.
In production, during the Manage phase, the service is tracked and reported on with ITCAM
This then becomes and iterative, continuous process for creating and updating services.
Ensure signoff and create audit trail for change
Track service information
Deployment Manager
Rational ClearQuest
Tivoli ITCAM
DataPower
Iterative &
continuous
PROCESS

30. Governance should not an "afterthought"; it is imperative for success and business value delivery
Lack of working governance mechanisms in midsize-to-large (greater than 50 services) post-pilot projects will be the most common reason for project failure (0.8 probability). (Gartner)
Focus on business benefits
Add flexibility to business process
Improve time to market
Mitigate risk and regain control
Maintain quality of service
Ensure consistency of service
Governance isn't optional- it's imperative. Without it, ROI will be low and every project out of pilot phase will be at risk. (Gartner)
Main point: SOA Governance is not an "afterthought"; it matters because the success of your SOA projects depend on adhering to proven methods and best practices.
SOA Governance is needed in this more complex SOA environment. Services are involved in both Business and IT across all the Lines of Business horizontally across the organization.
With SOA Governance, it allows the business to obtain the expected benefits from service reuse across the LOBs.
Governance is about risk management and maximizing control of the processes.
In addition, with structured decision making it allows the teams to make decisions quicker and more effectively. A major part of governance is risk mitigation. With a good governance approach there is less risk and improved quality. With good governance, everyone understands their role and responsibility in the overall process. This allows the right people to make the right decisions at the right time. This allows for improved control and consistency.
When everyone understands how the process works between all the involved business and IT organizations, it allows for much better teamwork. There is less arguing about who makes what decisions.
Improve team effectiveness
Measure the right things
Communicate clearly between business and IT
Professional investors are willing to pay premiums of 18-26% for stock in firms with high governance.
(McKinsey Quarterly)

31. IBM’s SOA Governance and Management Method (SGMM) V1
IBM’s SOA Governance and Management Method (SGMM) V1.0 process steps can be downloaded from IBM developerWorks
“How To” Guide for SOA Governance Implementation

32. More Information Learn more about SOA Governance ibm.com/soa/gov
Download whitepapers
View WebCast "Addressing real-world planning for SOA governance"
Integration Developers News – Avoid SOA Mistakes
Lack of SOA Governance is an Endorsement for Failure
Download Rational Method Composer SOA Governance Plug In

33. Visit IBM SOA