1. SOA in Transformational Government Using SOA to change thinking Steve Jones Head of SOA Global Outsourcing, Capgemini

2. 1 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

3. 2 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

4. 3 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved IT is broken

5. 4 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved IT is broken IT isn’t delivering Projects are designed to create failure Extremely visible failures IT drives complexity Increasing support costs Failure rates are high

6. 5 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved No-one world

7. 6 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Cross department Cross border Privacy Cost constraints Simplification Challenges are increasing

8. 7 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Cross department Cross border Privacy Cost constraints Simplification Challenges are increasing

9. 8 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

10. 9 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved SOA’s impact SOA has to change all of IT, not just the way that it is implemented.

11. 10 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved PeopleProcessMentalityTechnologyResult Technology != Change Same NewSame

12. 11 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved PeopleProcessMentalityTechnologyResult Technology != Change Same NewSame ReorgNew

13. 12 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

14. 13 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Business Service Architecture  What: Defining the scope of services, this about determine what the services actually are.  Who: Who are the external actors that drive the services or with which the services interact.  Why: Identifying why one service talks to another, and why external actors interact with the services  How: The detail about the processes that co- ordinate the services and also the detail on how a service itself will be implemented. WhatWhoWhyHow

15. 14 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Why Manufacturing Sales Logistics & Warehouse Finance CustomerSupplier 3PL Ship Order Add to Stock Send Materials Make Items Check Stock Ship Order Bill Customer Contact Buy Invoice Pay Invoice Pay Order Ship Deliver

16. 15 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Why Manufacturing Sales Logistics & Warehouse Finance CustomerSupplier 3PL Ship Order Add to Stock Send Materials Make Items Check Stock Ship Order Bill Customer Contact Buy Invoice Pay Invoice Pay Order Ship Deliver

17. 16 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Then drill down - Manufacturing Level 1

18. 17 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Structure matters Millions of “Services” Disjoint from how the company works Lack of clear ownership Duplication Missed opportunities Unclear strategy Driven by techies using Web Services Clearly defined structure Defined areas of shared ownership Driven by how the company works “Do it once, well” Aligned to the business goals Driven by how the business wants to react Think about Process second NOT THE SAME AS ORG CHARTS

19. 18 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

20. 19 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved There is no ONE answer Understand the Value Pick the process DeliverOperate

21. 20 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Understand the Value  Business Value != technical complexity  Some cherished IT systems have no real business value, just business cost  Understand the difference between CRITICAL and IMPORTANT

22. 21 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Understand the approach

23. 22 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Move from projects to programmes Enables “fix and modify” cycle to be integrated into development Stops projects “accidentally” creating monoliths Keeps fix and modify cycles short Aligns ownership directly to the business, not the project manager Move from Cost to Live to TCO…. Measure later

24. 23 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved This means… Utility/CostPackageVanilla Separation of Concerns Clear Contracts Active Enforcement SourcingMulti-source Collaborative ecosystem

25. 24 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Case Study: Large UK Government Department – SAP & SOA “Collaboration Zones” “Knowledge Burst” Adoption of best practice Standardised technology platform Standardised Architecture approach around SOA and business services Working together to create a solution that works for the business, not for the technology. Timeline 11 months for Finance and Procurement 9.5 months for HR Other Details. One Finance and Procurement for all 1 central invoice processing center 3 procurement centers One HR ESS/MSS/Payroll 80,000 payroll users, 104,000 users 5m historical records 100,000 workflow requests a month mySAP 5.0 – integration with legacy Multiple sub-contractors Accenture, BT, Fujitsu Direct engagement with the business Solution DesignOur Collaborative Approach Collaboration Zones PartnersCapgeminiDepartment

26. 25 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Case Study: Large French Government Department - SOA Strict contracts Long term migration “One live” philosophy Standardised technology Collaborative Enforcement Work together for a decision Then execute as agreed Timeline Multi-year rolling programme Other Details. Integration and standardisation between local, regional and national bodies Solution DesignWhat worked Programme NationalLocalPolicyEnforcementRegional

27. 26 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Everyones Enterprise Stack VisibilityProcess ServicesBusiness ServicesTechnical ServicesPlatformDataIntegration

28. 27 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Heterogeneity is normal BSBDSB SOAppISBLegacySOApp ISB LegacyERP DSB LegacyERP DSB SOApp

29. 28 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Key learnings  Pick you standards first  Architectural Clarity is more important than local optimisations  Don’t transform via IT, enable transformation with IT  Get the big picture clear… or be doomed.

30. 29 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Overview The challengeWhy SOA needs a business viewBusiness Service ArchitectureImpact on IT deliverySummary

31. 30 CAPGEMINI OUTSOURCING © Copyright Capgemini 2007 All Rights Reserved Summary  SOA is not a technology change  Understanding the value of IT and the department it supports is critical  Delivery needs to be about collaborative partnering  Heterogeneity is normal, standards are king  Change the way you think first, then act.