Creating ! an ! SOA Pipeline!

Jim Johnson

Service-Oriented Architectures
Standish Definition
SOA is a business strategy to achieve business agility through the ability to recognize, precisely document, store, categorize, discover and make more efficient the organizations business processes. SOA depends on business process management and modeling. SOA is not a technology, it is not a service bus, it is not the new object technology though software can help implement the strategy. Done right, SOA can achieve efficiencies both within organizations and across enterprise lines.
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The Most Valuable Definition

SOA is a business strategy to achieve business agility through the ability to recognize, precisely document, store, categorize, discover and optimize the organizations business processes, whether they are structured & automated or unstructured and human.

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copyright (c) Object Management Group, Case Studies presented by the SOA Consortium

In Other Words
SOA depends on business process management & modeling SOA is not a technology, it is not a service bus, it is

not the new object technology though software can help implement the strategy
Done right, SOA can achieve efciencies both within organizations and across enterprise lines Achieving the benets of SOA requires signicant changes for both IT and business executives

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copyright (c) Object Management Group, Case Studies presented by the SOA Consortium

New Definition

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Top Ten Trends for 2008

Trend 1: Security Trend 2: Readiness Trend 3: Investment Trend 4: Compliance Trend 5: Project Management Leadership Trend 6: Service Delivery Trend 7: Optimization Trend 8: Standard Infrastructure Trend 9: Service Oriented Architectures (SOAs) Trend 10: Green Computing
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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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The 10 Laws of CHAOS

CHAOS Results

What is a Pipeline?

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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10. Vendor Hype

Google
38 million hits 3 million images 1 million talks 22,000 books

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10. Vendor Hype

60% 50% 40% 30% 20% 10% 0%
2007 2006 2005 26% 23% 17% 54% 56% 57%

Framework 54% 56% 57%

Buzzword 26% 23% 17%

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Law of the Fools

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Software Infrastructure
Key to an SOA Pipeline

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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9. Security Promise

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9. Security Promise
76% 80% 70% 60% 50% 40% 30% 20% 10% 0%
Confident 50/50

73%

68%

14%
2007 14% 76%

14%
2006 14% 73%

19%
2005 19% 68%

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Law of the Roads

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7% of Pipeline:
Development Time & Money for Security

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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8. Regulatory Compliance

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8. Regulatory Compliance

No 48% Done 22%

Plan 30%

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Law of the Tuxedo

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SOA & Pipelining are Related

SOA is about recognizing, capturing and making more efficient our business processes but we have thousands of business processes so structuring into a service oriented organization is going to throw off thousands of new microprojects.
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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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7. Architecture Flexibility /Scaling

40% 35% 30% 25% 20% 15% 10% 5% 0%
Up-to-Date Out-of-Date 2007 28% 36% 2006 30% 39% 2005 17% 39%

36%

39%

39%

28%

30%

17%

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Waste to Value:
Ratio Changes

1998

2006

CAGR

Waste Value

75% 25%

41% 59%

-14% 24%

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Law of the Long-tailed Monster

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What is a Pipeline?
Speedy and Constant Delivery Systems Three Major Parts
Baseline Portfolio Microproject Stacking Resource Pooling

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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6. Readiness Assurance
$26,000 $25,800 $25,600 $25,400 $25,200 $25,000 $24,800 $24,600 $24,400
2007 2006 2005 Framework $26,000 $25,000 $25,000

$26,000

$25,000

$25,000

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6. Readiness Assurance
Percent of Application Downtime

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Law of the Mad Hatter

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Baseline Portfolio
Baseline
New Projects Gating system Minimal Requirements Time Box Agile process, XP, Scrum
Baseline Portfolio

Portfolio
Collection of Services Applications

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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5. Investment Reuse

3.1 3.2 3.3

3.0
2007 2006 2005

3.1

3.1

3.2
3.1 3.2 3.3

3.2

3.3

3.3

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Optimizing Requirements

Priority based on gain: Priority based on risk: Priority based on gain and risk: Priority based feedback: Other or Not Applicable:

17% 7% 33% 24% 19%

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Pandas Law

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Microproject Stacking
Small projects & services Four ways
High-Gain Low-Risk

Highest on the top Starve

- Low-Gain High-Risk

Optimization is hard
Over 32 projects 32 becomes 320

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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4. Staff Coercion
Minor Important 23% Not Important 7% Critical 10%

Important 60%

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Law of the Empty Chair

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Resource Pooling
Database of Resources
Database functions Cobol, C, Java Screens

Match the resources with the highest microproject Topping the stack Bottom churn

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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3. Fear/Fashion
Much Slower 3%

Slower 11% Same 6%

Much Faster 44%

Faster 36%

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Standish Axiom:

Law of 5 Deadly Sins

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Pipelining to the Rescue!

Priority based on value & risk
Highest value goes to top

Optimizes work Keeps Politics at Bay Better Estimates & Budget Planning Better Use of Organizational Resources

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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2. Business Process Modeling

60% 50% 40% 30% 20% 10% 0%

Critcal Important 2007 27% 53%

53% 45%

48%

27%

26%

30%

2006 26% 45%

2005 30% 48%

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2. Business Process

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Law of the Two Faces

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How Do I Use Pipelining?

Microproject Stacking

Baseline Portfolio

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Ten Drivers
10. Vendor Hype 9. Security Promise 8. Regulatory Compliance 7. Architecture Flexibility/Scaling 6. Readiness Assurance 5. Investment Reuse 4. Staff Coercion 3. Fear/Fashion/Peer Pressure 2. Business Process Modeling 1. Increase Business Agility
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1. Increase Business Agility

Integration solution for disparate applications Increase responsiveness to business requirements Faster development Expose information or functionality to customers, partners or suppliers Automate business processes Lower operational costs Keeping corporate software infrastructure in line with new technologies

35% 23% 17% 9% 7% 6% 3%

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1. Increase Business Agility

Before After

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Cheetahs Law

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Who is Doing Pipelining?

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Ten Drivers
1. Increase Business Agility 2. Business Process Modeling 3. Fear/Fashion/Peer Pressure 4. Staff Coercion 5. Investment Reuse 6. Readiness Assurance 7. Architecture Flexibility/Scaling 8. Regulatory Compliance 9. Security Promise 10. Vendor Hype
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Projects Fail

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Project Size by Resolution

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Copyright (C) 2008, Robbins-Gioia, LLC. All rights reserved.

Pipelining to the Rescue!

Priority based on value & risk
Highest value goes to top

Optimizes work Keeps Politics at Bay Better Estimates & Budget Planning Better Use of Organizational Resources

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What is a Pipeline?
Speedy and Constant Delivery Systems Three Major Parts
Baseline Portfolio Microproject Stacking Resource Pooling

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Baseline Portfolio
Baseline
New Projects Gating system Minimal Requirements Time Box Agile process, XP, Scrum
Baseline Portfolio

Portfolio
Collection of Services Applications

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Microproject Stacking
Small projects & services Four ways
High-Gain Low-Risk

Highest on the top Starve

- Low-Gain High-Risk

Optimization is hard
Over 32 projects 32 becomes 320

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Resource Pooling
Database of Resources
Database functions Cobol, C, Java Screens

Match the resources with the highest microproject Topping the stack Bottom churn

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How Do I Use Pipelining?

Microproject Stacking

Baseline Portfolio

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Thank You

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