SOA, BPA and Middleware in Practice

1
SOA, BPA and Middleware in Practice

• Mark Simpson , Griffiths Waite

2
Griffiths Waite

• Founded in 1994
• Oracle Fusion Middleware Practice
• SOA, BPA, BPEL, Rules, ADF, BI
• Varied Industry Sectors inc. Finance, Media
• 5 in-production SOA clients
• 5 more ongoing SOA initiatives
• GW SOA Methodology
• SOA Adoption Programme
• SOA Maturity Model CMMI derived
• Lean Six Sigma
• TOGAF Enterprise Architecture
• Oracle Partner for over 10 years
• SOA Strategy and Implementation Practice
• Contributors to Oracle SOA Methodology
• Early Adoption Strategy of Oracle Technology
• Working Relationship with Oracle Product
  Development

3
Categorising SOA Projects (Adoption Patterns)

• Process Driven Integration
• Services Based Integration
• Cut integration costs and reduce development
• New Business Initiatives
• Agility, Growth New Products and Services
• Increased Delivery Channels
• Process Improvement
• Optimising business processes
• Straight Through Processing
• IT Regeneration
• Enterprise IT Architecture Aligning more with
  Business (EA)
• Legacy Replacement
• Extending the Enterprise
• 3rd Party Partnering, B2B

4
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
5
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Heterogeneous IT Estates
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
6
SOA Aligning IT with Business
Dynamic

Static
Business Model
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
7
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business / IT Gap
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
8
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Processes Bridging the Gap
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
9
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Processes Bridging the Gap
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Service Oriented Architecture
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
10
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Process Management
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Service Oriented Architecture
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
11
SOA Aligning IT with Business
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Process Improvement
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Process Management
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Service Oriented Architecture
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
AR
12
Oracle SOA Suite
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
BAM/BI
Rules
Automation of Existing Processes
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Oracle SOA Suite
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
13
Oracle BPA Suite
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Oracle BPA Suite
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Reusable, Standard Services
Services
Services
Services
Services
Services
Business Models
SOA Blueprints
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
14
Connecting Business and IT
Dynamic

Static
Customer Service
Shareholder Value
Governance
Business Drivers
Accountability
Reduce Cost
New Channels
Visibility
New Services
Oracle BPA Suite
Business Requirements
Better Information insight
Support Business Requirements Faster
Efficient Delivery Of New Services
Automation of Existing Processes
Business Processes
Standard Integration of Services
Business Service
Business Service
Business Service
Business Service
Business Service
Oracle SOA Suite
Reusable, Standard Services
Services
Services
Services
Services
Services
IT Assets
Legacy Systems
Web Sites
Trading Partners
Databases
Core Applications
15
SOA A Different way of thinking

• Businesses reorientation around core processes
• From functional silos to End to End process

From Functional LOB orientation
To Horizontal Process orientation
Realigning the business is painful but important
16
Plan Strategically And Act Tactically With SOA
Opportunity
Opportunity
Opportunity
Opportunity
Projects
Tactical Actions
Tactical Actions
Tactical Actions
Tactical Actions
Time
Growth of reusable assets (services, skills)
Enterprise SOA Maturity
Strategic
Effort to produce a unit of value (Mostly
Assemble instead of development)
Time
17
Use Cases and Case Studies
18
Case 1 Process Driven Integration

• Medical Organisation
• Finance Integration Project
• New Registrations
• License Management
• Payment Tracking
• Proof of Concept
• Oracle BPEL as Pilot
• Custom Java compared as Baseline
• Workflow, Queuing, Transformation
• and Services all Reused

19
Case 1 Process Driven Integration

• Medical Organisation
• Finance Integration Project
• New Registrations
• License Management
• Payment Tracking
• Solution
• Oracle BPEL
• Oracle EBS Adapter
• Oracle Business Rules
• Benefits
• Pilot Successful in 15 days Oracle BPEL Chosen
  as Integration Platform
• 26 Business Processes Siebel to Sun Financials
• Controlled, Owned and Audited Integration from
  Data Integration to Tracked Instances
• Development Time Cut (compared to Java and SQL
  integration)
• Fragmented Data Issues Stabilised
• Real Time Integration - Lead Time of Data Update
  removed

20
Case 2 Process Driven Integration

• Media Company
• 3rd Party Outsourced Digital Request Library
• Digital Clip Requests Finance Codes
• SQL Server (Metastorm Human Tasks)
• Oracle Financials
• Solution Components
• Oracle BPEL
• Oracle EBS Adapter
• Oracle Business Rules
• Benefits
• Projects Delivered in 10-15 days
• 25 - 30 Reuse In 2nd Project
• Rework Reduced Rapid Change Requests
• Integration Diagnostics / Visibility Enhanced

21
Case 3 New Business Initiative
Secured Loan Processing
22
Case 3 New Business Initiative
Secured Loan Processing
23
Case 3 New Business Initiative
Secured Loan Processing
24
Case 3 New Business Initiative
Secured Loan Processing
25
Case 3 New Business Initiative

• Solution
• BPA, BPEL, Rules, BISOA
• ADF / Human Workflow
• Benefits
• Straight Through Processing
• Adaptive Solution / Optimised Process
• Volumes Increased New Channels
• New Channels/Products to market fast
• Insight Driven Operations

26
Case 4 Process Improvement

• Educational Charity
• Examiner Expense Payments
• Manual Process
• Bottlenecks and Process Stress
• Peak Series Driven Cycles
• Issues
• 75 of payments happening late (gt31 days)
• Limited Visibility Reactive Diagnostics
• Little Business Metrics
• Manual Problem Resolution

27
Case 4 Process Improvement
28
Case 4 Process Improvement

• Educational Charity
• Examiner Expense Payments
• Manual Process
• Bottlenecks and Process Stress
• Peak Series Driven Cycles
• Solution Components
• Oracle BPEL, BI/BAM
• Lean Six Sigma
• Oracle Business Rules
• Benefits
• 85 of payments within 10 days
• 99.13 of payments within 31 days
• Exceptions Identified and Owned
• Process Automation No Human
• Interaction for 60-70 of Payments

29
Case 5 IT Regeneration

• Charity Organisation
• Over reliance on Legacy IT Assets
• Oracle Forms Footprint
• Campaign Management
• Business Initiative - Volunteers
• Solution Components
• Oracle BPEL, Rules,
• Customer Data Hub
• Oracle Financials
• SOA Roadmap
• Benefits
• Enterprise Tasks Identified
• SOA Adoption Roadmap Built
• Incremental Legacy Replacement
• Business Acceptance

30
Case 6 Extending the Business Model

• Retail, Finance, Energy
• Service Portfolio
• Bottom Up Approach
• How to Deliver Value ?
• Solution
• Oracle BPEL
• UDDI Service Registry
• OWSM
• SOA Roadmap
• Benefits
• Composite Applications
• Fast Time to Market
• Innovative Business Model

31
Successful SOA Projects have

• Understood the Business Architecture Business
  Process, Metrics, Strategy and Goals
• Engaged Stakeholders and defined Process
  Ownership
• Took an Iterative and Incremental approach to SOA
  building service capability and maturity over
  projects
• Tackled the right Project at the Right Time
• Implemented Internal and External Standards and
  the right level of Governance
• Understood the role of Data in SOA
• Incorporated Process Improvement to their SOA and
  BPM

32
Next Steps SOA Maturity Survey Report

• Helps define your readiness and capability to
  progress effectively with your SOA initiatives

33
Thank You