How to increase Business Agility by aligning SOA with your « Business Architecture » ? To visualize presentation slides, please use the full screen mode and click to progress … © 2011 / 2012 Birol Berkem - GooBiz.com Note : The BMM (Business Motivation Model), MDA (Model Driven Architecture) and SoaML referenced here are trademarks of the Object Management Group (OMG) This work by Birol Berkem (GooBiz.com) is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License. Permissions beyond the scope of this license may be available by to

© GooBiz.com 2 The Pros and Cons of the «Use Case Driven Development » for an Agile Enterprise  Efficient techniques to capture requirements on the basis of usage scenarios of the users  Focus on actor / system interactions depending on the choices of the users  Prepares a good basis for test cases  Lack of traceability with the business goals !  gap between business requirements and end-user ones !  Lack of visibility on the business rules that control these interactions  Important maintenance efforts in face of changes on the business decisions and their supporting rules ! AdvantagesInconvenience Difficult adaptation of IT applications to the changes on the business decisions  high level cost  weak business reactivity ! How to remedy to these agility issues ? 2

© GooBiz.com 3 Align IT with the Business Architecture Views [cf. OMG’s BAWG] Goal-Driven Alignment 1. Business Strategy view : captures the tactical and strategic goals that drive an organization forward 2. Business Capability view : describes the primary business activities of an enterprise and the pieces of the organization that perform those functions 3. Business Process view : defines the set of strategic, core and support processes that transcend functional and organizational boundaries 4. Business Knowledge view : establishes the shared semantics (e.g., customer, order, supplier) that the organization relies upon to communicate and structure the understanding of the areas they operate within 5. Organizational view : captures the relationships among roles, capabilities and business units, the decomposition of those business units into subunits, and the internal or external management of those units How to align coherently IT system components with these views ? IT Systems

© GooBiz.com 4 Start by the OMG’s Business Motivation Model that defines traceability links from Business Goals until... Business ProcessesBusiness Motivation Model GOAL : A state of the enterprise sustained through appropriate means Example : To build a Beneficial WebSale System OBJECTIVE : Increase WebSales by 15 % this year TACTIC 1 : Motivate Visitors to Register {100 reg. / week} Business Rule 1 : Enhanced product consultation time Req. 1 : if the abandon rate is > 50 % after 2 mn, the Mktg must be alerted to enhance presentation Business Rule 2 : Less abandon rate Req. 2 : if the abandon rate is > 30% during registration, the Mktg must be invited to improve this process Process 1: CONSULT PRODUCTS {incite to register} Process 2: REGISTER VISITORS {motIvate to complete} STRATEGY : Turn visitors into buyers 4 - How to propagate changes in coherence using an end-to-end traceability ?

© GooBiz.com > {Tactic n} > {Tactic 4} > {Tactic 3} > {Tactic 1} :VISION > {Tactic 2} G: Goal_G Strategy S Business Capabilities impacted by Changing Tactics control execution of the Business Processes : : : : : : :: : : : :: : : : :: : : :: : : G: Goal_G_Strategy_S Business Process 1 Business Process 2 Business Process 3 Business Process 4 Business Process 5 Goals are « propagated » from the Enterprise Vision ‘Strategy View’ toward Business Processes ‘Process View’ 5 Q : How to align IT System Components to changes of these high-level goals ?

© GooBiz.com 1. CAPITALIZE ON THE BUSINESS CAPABILITIES THAT ARE TO BE IDENTIFIED ON THE BASIS OF BUSINESS GOALS 2. MODEL SERVICES AND USE CASES THAT PARTICIPATE TO BUSINESS CAPABILITIES IN ORDER TO PREPARE « IT ALIGNMENT » 3. DESCRIBE BUSINESS PROCESSES THAT REALIZE CAPABILITIES 4. DRAFT THE BACKBONE OF THE « GOAL-DRIVEN SOA » 5. DESCRIBE BEHAVIOURS OF THE ARCHITECTURE COMPONENTS 6. INTEGRATE THESE COMPONENT BEHAVIOURS INTO THE SOA BACKBONE 6 Apply the following steps to align IT components to changing business decisions Let’s look at each step on a case study… 6

© GooBiz.com Capitalize on the Business Capabilities on the basis of the « Enterprise Vision » Example with a Web Sale Company Vision : To be a profitable, customer focused web sale company BUSINESS CAPABILITIES FOR THE WEBSALE COMPANY NEW CONSTRAINTS ARE FREQUENTLY APPLIED ON THESE CAPABILITIES TO SUPPORT CHANGING STRATEGIES (cf. next slides) BUSINESS CAPABILITIES : Stable Structures that explain “What" the organization does ; are e xpressed using STATES OF THE ENTERPRISE BUSINESS OBJECTS BUSINESS OBJECTS SUPPORT CAPABILITIES THROUGH BUSINESS PROCESSES ( “How" the organization executes its capabilities) Q : How to identify business capabilities on the basis of high-level goals ? 7

© GooBiz.com Model dependencies between Goals, Strategies, Tactics and Business Processes Q : What’s the second step ? 8

© GooBiz.com 9 *BUSINESS CAPABILITY « PRODUCT [PRESENTATION] » to be impacted by tactical constraints *BUSINESS CAPABILITY « VISITOR [REGISTRATION]» to be impacted by tactical constraints (*) A business capability defines “what” a business does (outcomes and service levels) that creates value for customers (Ulrich Homann – Microsoft) © Birol Berkem GooBiz 2011/ – Identify Front-End Business Capabilities by looking for states of Business Objects that « create value for customers » We also need to capitalize on all these strategic structures against changes… CAPABILITY *BUSINESS CAPABILITY « ORDER [REGISTRATION] » to be impacted by tactical constraints

© GooBiz.com 10 New Constraint on the Business Goal Tactical Impact on the Business Capability Impact on Strategy IMPACT on this second PROCESS IMPACT on this PROCESS Potential IMPACT on this third PROCESS 1.3– Propagate Changes reusing Objects and States with new Constraints Capabilities need to be structured to support assigned responsibilities …

© GooBiz.com 11 2 – STRUCTURE BUSINESS CAPABILITIES WITH SERVICES AND USE CASES THAT PARTICIPATE TO THEIR REALIZATION  Business Capabilities : Capacities that a company should possess or exchange to support its vision.  A business capability describes what the business does (outcomes and service levels) that creates value for customers [Microsoft - Ulrich Homann]  A business capability defines “what” a business does at its core. Business capabilities are the core of the business architecture [BPMInstitute.org - William Ulrich March 2011]  2.1 – Stable business structures to capitalize on the business knowledge in face of changes  2.2 – Need to be « orchestrated » to achieve their Goal : the value they have to return to customers 11 Q : So, how to structure business capabilities to return the requested value ?

© GooBiz.com Business Capabilities need to be «orchestrated» to realize their corresponding Value An orchestrator object defines functional boundaries for requirements that it has to execute to realize the « value » of the Business Capability 12 Also need to assign service level expectations to a business capability ? (see next…) « B.C.O »

© GooBiz.com Service Level Expectations are assigned to ‘Service Points’ that are controled by the Capability orchestrator 13 Service points allow capabilities to interact with their environment (cf next…) « B.C.O »

© GooBiz.com Services of a Business Capability may require interactions with other Participants (actors, UC, other capabilities) for their realization 14 A capability may also « invoke » services from another capability « B.C.O »

© GooBiz.com 15 Service points of a business capability may invoke services from another capability Services of a Business Capability may require interactions with other Participants (actors, UC, other capabilities) for their realization (2/2) « B.C.O »

© GooBiz.com DESCRIBE BUSINESS PROCESSES THAT REALIZE BUSINESS CAPABILITIES  3.1 – Describe actions of business processes according to impacts of tactical changes  Actions of the orchestrator service « makes call » to its service point behaviors  3.2 – Describe detailed realization of these service point activities Let’s look at these micro-steps on our case study… 16

© GooBiz.com Changes are expressed using {constraints} on the Business Capability Orchestrator Process Actions are to be reconfigured by considering new contraints to apply Adapt Process Descriptions to support ‘Changes’ 17 Business processes realize business capabilities being supervized by their « orchestator » to bring required outcomes and service levels « B.C.O » 17

© GooBiz.com Actions of the « Business Capability Orchestrator » makes call to the Service Point Activities Makes call to the « Enter Visitor » activity of the Service Point : Visitor [Entry] (implemented by a web service - see next slide) 18 Q : How are service point activities described ? « B.C.O »

© GooBiz.com Actions that will be implemented by the Use Case component at the IT system level Actions that will be implemented by the Service component (for instance using a web service port) at the IT system level Service Point activities describe required IT behaviours Service Point Activities describe UC and Service behaviours to implement at the IT System Layer 19 Q : How can such behaviours be distributed on the architecture layers ? « B.C.O »

© GooBiz.com UC and Service Behaviours on the Architecture Layers Visitor Question naire > Visitor [Registration] > Enter Visitor Visitor [Notification] Visitor [Entry] > Form > DATA SERVICES FUNCTIONAL LAYER UI « Service » and « UC-Comp » interactions may be implemented by a couple of (web service and its client) port components I_Entry « GOAL-DRIVEN SERVICE » BUSINESS LAYER BUSINESS & DATA LAYER 20 « B.C.O »

© GooBiz.com 21 4 – DRAFT THE BACKBONE OF THE GOAL-DRIVEN SOA  4.1 – Generate Services and Use Cases at the IT System level with required and provided interfaces  All the internal structures of Business Capabilities previously described are kept with traceability ! Let’s look at how to apply this step on our case study… 21

© GooBiz.com USE CASE (UC) RULE assigned to a Service Point Service/Request Point (UC Comp) 4 - Build the « SOA Backbone » of the system at the application layer 22 BUSINESS CAPABILITY Internal Structures of Business Capabilities are kept as previously described Service/Request Point (GdS Comp) « B. C. O »

© GooBiz.com 23 5 – GENERATE COMPONENT BEHAVIOURS TO INTEGRATE INTO THE SOA BACKBONE  5.1 – Generate Use Case and Service component behaviours at the Application layer from previous specifications  Actions of Service and Use Case specifications become contextual methods of the corresponding components  Preconditions of these operations are generated according to guard-conditions of actions  At run time, on the basis of its current state, the orchestrator operation of each component invokes its contextual operations after having evaluated their preconditions 23 Let’s look at how to apply this step on our case study…

© GooBiz.com 24 GUI 5 - From UC and Service Behaviors to SOA Components 24 ENTITY OBJECTS with REQUESTED States «GdS_Comp» Visitor_Registration:: Visitor_Entry -entry_processed: boolean -entry_requested: boolean -form_registered: boolean -form_validated: boolean +enter_visitor() : void -process_entry() : void {pre: entry_requested} -register_form() : void -validate_form() : void SRV-Cmp «UC_Comp» Visitor_Registration:: Visitor_Entry -complete_fields: boolean -form_incomplete: boolean -visitor_entered: boolean +enter_visitor() : void -complete_fields() : void -fill_form() : void {pre : form_found} -thanks_for_entry() : void UC-Cmp GUI (Presentation) USE CASE COMP REALISATION (Application Logic) SERVICE COMP REALISATION (Business Logic)

© GooBiz.com 25 6 – INTEGRATE COMPONENT BEHAVIOURS INTO THE ARCHITECTURE BACKBONE  6.1 – INTEGRATE Services and Use Cases previously discovered into the IT System level Components  Use Case and Service behaviours are respectively integrated into the Use Case and Service ports 25 Let’s look at how to apply this step on our case study…

© GooBiz.com Service/Request Point (GdS Comp) Service/Request Point (UC Comp) 6 - Plug tested components into the « Goal-Driven Service Oriented Architecture » backbone «GdS_Comp» Visitor_Registration:: Visitor_Entry -entry_processed: boolean -entry_requested: boolean -form_registered: boolean -form_validated: boolean +enter_visitor() : void -process_entry() : void {pre: entry_requested} -register_form() : void -validate_form() : void > 26 «UC_Comp» Visitor_Registration:: Visitor_Entry -complete_fields: boolean -form_incomplete: boolean -visitor_entered: boolean +enter_visitor() : void -complete_fields() : void -fill_form() : void {pre : form_found} -thanks_for_entry() : void > BUSINESS CAPABILITY SRV-Cmp UC-Cmp « B.C.O »

27 2. Link Goals, Strategies toward business processes 1. Specify Governance Perspectives 5. Evaluate Impacts of the Changes on the Existing Processes 6. Adapt Organization Process Descriptions to support requested ‘Changes’ 4. Establish governance links using ‘Business Capabilities’ Steps for a Coherent SOA Governance using the Business Architecture Views © Birol Berkem GooBiz 2011/ Structure ‘Business Capabilities’ to capitalize on for a coherent evolution

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