Service-Oriented Architecture And Best Practices

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ucture Services encapsulate portions of system processes!E.g. “Report error” or “Make Audit Entry”!The requirements come from the technical community!The users are future technical projectsBusiness Services encapsulate portions of business processes!e.g. “Place Sales Order” or “Invoice Customer”!The requirements come from the business community!The users are future business processesDifferent organizations are involved!38 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

The Silo Problem – Who Owns the Big Picture?ServiceInterfaceData cationSiloCommunications Infrastructure39 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.ExternalApplications

Business Service! Application silos include both the business and IT sides of thehouse! New SOA technology silos generally have no businesscounterpart, and yet:! We expect them to build reusable business services! We expect them to orchestrate business services to build business processes andcomposite business servicesThese expectations are not realistic without business participation!40 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

Silo-Created Organizational stemUsingSystemServiceUsingSystem ITService ITUsingSystem ITWho defines the service? Who pays for it?41 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

Potential Business Services are Discovered in Projects! Functionality in a business process is identified by the projectteam as being potentially reusable! Scope of reusability needs to be determined! Project team likely is narrowly focused on project needs! Where does broader perspective come from?! Who funds the effort to broaden the functionality into a service?Who evaluates business service proposals?42 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

Services Steering Committee(s)! Steering committee membership! Senior Business Process Architects! Senior Systems (Software) Architects! Centralized approach! One organization evaluates all service proposals and specifies services! Limited in scalability – potential bottleneck! Appropriate for small-to-mid-size companies with centralized development organizations! e.g. Harrah’s! Silo Approach! Each major silo (application area) has a steering committee consisting of! Representatives of the silo itself! Representatives of the silos that need to interact with it! Enterprise architects (business process and systems)! Appropriate for large companies with distributed development! PepsiCo, FedEx, Citigroup! A process must be in place to:! Engage the steering committee! Determine who will implement the service! Determine who will absorb the additional costs (there WILL be extra cost!)43 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

What Does the Steering Committee Do?! Identify usage scenarios for the potential business service! As wide a variety as possible! Evaluate the business usage scenarios to determine:! If the operations are truly the same! If the unit-of-work milestones are truly the same! If the non-functional requirements (KPIs and SLAs) are the same! If the usage appears the same, then specify the service! This full utilization perspective is needed to make the service usable in all contexts! Failing to do this properly will result in a guaranteed re-work of the service the next time it isused!44 2006 TIBCO Software Inc. All Rights Reserved. Confidential and Proprietary.

Where Do Services Make Sense?! When there is functionality that is either used in more than one place oris provided

Notification provides a design alternative! The “Notification Service” announces that an event has occurred! i.e. the order has shipped! The “Subscriber” to the notification service decides on its own what to do when the notification is received! i.e. the Acco

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