EPAs SOA Strategy Making a Difference in our Environment

1
EPAs SOA StrategyMaking a Difference in our
Environment

• WSWG Update
• November 27, 2006

2
Planned Schedule
Wk 1
Wk 6
Wk 7
Wk 8
Wk 9
Wk 10
Wk 11
Wk 2
Wk 3
Wk 5
Wk 4
SOA Strategy Development
We are Here
Award
Kickoff Meeting
1-1 Kick-off

• Identify key stakeholders
• Meet with EPA management to discuss scope and
  objectives
• Define deliverables
• Detail the approach to task deliverables
• Hold Kickoff Meeting

OEI Conference
1-2 Review Materials and Interview Participants

• Interview Stakeholders
• Review EPA Materials

• Rough Strategy Report
• Initial Briefing

1-3 Rough Strategy and Initial Briefing

• Develop Draft SOA Strategy
• Present Strategy, capture issues

• Updated Briefing
• Draft Strategy Document

1-4 Update briefing, prepare Draft document

• Final Document
• Executive Brief

• Resolve issues
• Update Strategy

1-4 Finalize Strategy

• Produce Final SOA Strategy Document
• Produce Executive-Level Brief

Periodic Meeting Summaries
2.3 Status Meetings and Summaries
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Briefing Objectives

• Intent of this briefing
• Alert you to the challenges and opportunities
  that SOA presents for OEI and the EPA
• Propose a SOA strategy that OEI and the EPA can
  use to manage the adoption of SOA
• Desired outcomes
• Your endorsement of the SOA strategy
• Your guidance and prioritization on follow on
  activities

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Agenda

• What is SOA and how does it relate to Enterprise
  and Solution Architecture?
• SOA is a systematic way of organizing work into
  modular, easy to share services used as building
  blocks to assemble complex things IT systems,
  business processes, even whole enterprises to
  get the most bang for the buck out of them
• SOA is a more practical way of doing Enterprise
  and Solution Architecture
• What challenges and opportunities is SOA
  presenting for the EPA right now?
• SOA is fundamentally changing how governments and
  commercial industries worldwide conduct business
  and use IT.
• SOA is already having an impact at the EPA so
  far its positive, but absent a coordinated
  strategy it can quickly turn negative, and is
  also likely to fall short of its full potential
• What is the SOA Strategy and how will it help?
• We are proposing a SOA strategy that OEI and the
  EPA can use to manage the adoption of SOA, head
  off its challenges, and fully capitalize on its
  opportunities
• In addition to its benefits to the EPA, the SOA
  Strategy fulfills an OMB requirement for the EPA
  to establish and use a SOA Strategy

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What is SOA and how does it relate to Enterprise
and Solution Architecture?

• What is SOA? Modular, easy to share services
  that enable lower cost, less risky, and more
  flexible IT systems, business processes, and
  enterprises
• New Internet standards (e.g., XML and Web
  Services) and middleware tools make services
  easier to share across platforms, distances, and
  organizations
• Legacy systems gain new life their services are
  easier to leverage
• A wider selection of services is available for
  assembling systems and processes
• Incremental evolution instead of big bang
  transformation is more practical
• How does SOA relate to EA and SA? SOA is a more
  practical way to do it
• In Enterprise and Solution Architecture, work
  (both automated and manual) is organized into
  modular, easy to share services
• Services organize, frame the scope of, and align
  decision making at all levels customers are only
  concerned with what services they need, not
  how they are provided
• Services help to establish accountability
  Current and Target Architectures and Transition
  Strategies specify beneficiaries and providers of
  services, how they are provided, and what value
  they deliver

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Services Organize, Frame the Scope of, and Align
Decision Making at All Levels
MORE EASILY REUSED
BUSINESSSERVICES Aligned with FEA BRM
COMMON ENABLINGSERVICES Aligned with FEA SRM
TECHNOLOGYSERVICES Aligned with FEA TRM
Summary
EPA Business ReferenceModel (Lines of
Business,Business Sub-Functions)e.g., Grants,
Litigation,Contracts
e.g., OEI Enabling ServicesIdentity and
AccessMgmt, Records Mgmt,Data Exchange, etc.
STRATEGICExecutives and Managers MakeDecisions
AboutSummary-Level Services
EPA TRM ServicesHosting Platforms,Networks /
Telecom, etc.
Granularity
e.g. OEI TechnologyServicesApplication
Server,Router, etc.
EPA BusinessProcessese.g., Grants Planning
e.g. OEI Enabling ServicesAuthentication,Query,
etc.
TACTICAL Business ProcessAnalysts
andTechnologistsMake DecisionsAbout
Detail-LevelServices
ElementaryEnabling Servicese.g.,
AuthenticateUser,GetFacility
ElementaryTechnical Servicese.g.,
StartTransaction,AddRoute
ElementaryBusiness Servicese.g., ApplyForGrant
Detailed
Applicability
Specialized Purpose
General Purpose
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Customers Are Only Concerned with What
Services They Need, Not How They Are Provided
DEMAND SIDE
SUPPLY SIDE
Services deliver valueto customers stakeholders
PRM
Service Provider
BRM
Value
Customers Stakeholders
Service
DRM
Components
SRM
Customers receive a servicevia service interface
Components provide a service via service
interface
TRM
FEA Architecture Pyramid

• Supply Profile
• Concern of the Service Provider Only
• Components used to provide the service (aligned
  with FEA SRM and TRM)
• Data stored within components (aligned with FEA
  DRM)
• Orchestration (how components work together)
• Sourcing (how components are sourced, e.g.
  built,purchased, leased, subscribed to, etc.)
• Assembly (how components are assembled)
• Deployment (sequencing, etc.)
• Operations
• Financing (Centrally Funded vs. Customer Funded)
• Planned Optimizations

• Demand Profile (Service Agreement)
• Concern of Customers and the Service Provider
• Service Name and Description
• Customers and Other Stakeholders
• Value Delivered (aligned with FEA PRM)
• Functionality (what work gets done - aligned with
  FEA
• BRM, SRM and TRM)
• Performance Thresholds (e.g., SLAs aligned with
  FEA PRM)
• Interface (how customers use the service)
• Inputs and Outputs (aligned with FEA DRM)
• Preconditions and Post-conditions
• Subscription Cost and Payment
• Subscription Agreements (special terms,
  separation, etc)
• Problem Handling
• Change Management
• Planned Improvements

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SOA is Fundamentally Changing How Businesses and
Governments Worldwide Conduct Business and Use IT

• SOA is being adopted by commercial industries
  worldwide
• Gartner By 2008, SOA will provide the basis for
  80 of new development projects
• Forrester re-architect your IT organization
  around services and start your IT organizations
  incremental transformation to support business
  objectives
• SOA is a key enabler of Globalization (e.g., The
  World is Flat bestseller by Thomas Friedman)
• SOA is being institutionalized in governments at
  federal and state levels worldwide
• OMBs Federal Enterprise Architecture
• DoDs Net-Centric Warfare Implementation Strategy
• US and international e-Government and e-Society
  initiatives
• Industry vendors are leading with SOA-enabling
  products and services worldwide
• All mainstream software products use web and XML
  technologies
• Major software vendors (BEA, IBM, Oracle,
  Microsoft, SAP, Sun, etc.) are leading with new
  middleware that enables SOA at enterprise scale
• Major consulting, integration, and outsourcing
  services companies are leading with SOA enabled
  solution offerings

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SOA Adoption at the EPA is Already Underway
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But Broader Coordination is Needed to Overcome
AdoptionBarriers and Help SOA Realize More of
its Potential
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How Can SOA Help OEI?

• OEI has a special stake in the adoption of SOA
  across the EPA, its Offices, and its Extended
  Enterprise
• SOA can enable OEI to deliver more strategic
  value to the EPA. In addition to the benefits
  on the previous page, EPA-wide SOA adoption can
• substantially increase the business value of the
  EPAs IT investments by aligning investment
  resources, the services they provide, and the
  value they deliver, with the EPAs business needs
  and priorities
• increase customer usage of the services provided
  by OEI by enabling the EPA and its Program
  Offices to overcome cultural, financial, and
  technical barriers to using shared services,
  information, and resources
• dramatically improve the quality and availability
  of relevant environmental information available
  to inform policy and management decisions across
  the EPA
• OEI has developed a core of expertise in SOA
  through its support of the Environmental
  Information Exchange Network, Enterprise
  Architecture, and other programs.
• Given this, OEI should facilitate EPA-wide SOA
  adoption and act as a Center of Excellence for
  SOA within the EPA and its Extended Enterprise.

• OEI has a special stake in the adoption of SOA
  across the EPA, its Offices, and its Extended
  Enterprise
• SOA can enable OEI to deliver more strategic
  value to the EPA. In addition to the benefits
  on the previous page, EPA-wide SOA adoption can
• substantially increase the business value of the
  EPAs IT investments by aligning investment
  resources, the services they provide, and the
  value they deliver, with the EPAs business needs
  and priorities
• increase customer usage of the services provided
  by OEI by enabling the EPA and its Program
  Offices to overcome cultural, financial, and
  technical barriers to using shared services,
  information, and resources
• dramatically improve the quality and availability
  of relevant environmental information available
  to inform policy and management decisions across
  the EPA
• OEI has developed a core of expertise in SOA
  through its support of the Environmental
  Information Exchange Network, Enterprise
  Architecture, and other programs.
• Given this, OEI should facilitate EPA-wide SOA
  adoption and act as a Center of Excellence for
  SOA within the EPA and its Extended Enterprise.

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EPA SOA Strategy Recommendations

• OEI should strengthen enterprise management
  processes with SOA (Top-Down Governance)
• Strategic Planning identify key services that
  will fulfill strategic goals, objectives, and
  priorities
• Enterprise Architecture determine how key
  services will be provided by people, processes,
  and technology
• Program Budget Planning allocate spending to
  services according to the enterprise transition
  strategy
• Capital Planning and Investment Control
  allocate IT spending according to the enterprise
  transition strategy
• Systems Lifecycle Management consider reuse of
  available services at all stages of the lifecycle
• OEI should initiate and facilitate Bottom Up
  SOA Governance
• Form the SOA Community of Interest by expanding
  the charter of the Web Services Working Group
  (WSWG)
• Introduce SOA into Communities of Interest for
  individual services or related sets of services
  (e.g., Geospatial)
• OEI should act as an SOA Center of Excellence for
  the EPA
• Solicit sponsorship for EPA-wide SOA adoption
  from EPA senior leadership (QIC)
• Advise EPA SOA governance bodies on decisions
  related to SOA adoption
• Provide support for SOA adoption activities
  within other offices, e.g. training
• Facilitate SOA learning by sharing knowledge and
  experiences through the SOA Community of Interest

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EPA SOA Strategy Recommendations (Continued)

• OEI should expand its own use of SOA
• Develop Maintain the SOA strategy
• Develop Maintain the SOA adoption plan
• Identify SOA opportunities
• Prioritize SOA opportunities based on value
• Plan SOA sourcing activities based on priorities
• Manage the Lifecycle of Each Service
• Develop Maintain the Service Plan (Service
  Roadmap)
• Source the Service
• Component Acquisition
• Component Assembly
• Service Quality Assurance
• Service Deployment
• Operate the Service

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EPA SOA Strategy Recommendations (Continued)
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EPA SOA Strategy Recommendations (Continued)

• OEI should expand its own use of SOA (Continued)
• Clearly define OEIs priority service offerings
  both current and planned and strengthen
  customer-provider service agreements in
  collaboration with customers
• Clearly articulate the value each priority OEI
  service is providing or plans to provide to its
  customers
• Provide an Enterprise Service Catalog and Service
  Component Registry / Repository
• Advertise OEIs priority services in the
  Enterprise Service Catalog
• Proactively help OEIs customers to leverage
  available priority services in better ways in
  conjunction with the Enterprise Architecture
• Conduct outreach to current and potential
  customers
• Identify opportunities where OEIs priority
  services can be leveraged by customers in better
  ways
• provide proactive assistance in helping customers
  leverage OEIs priority services in better ways

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EPA SOA Strategy Recommendations (Continued)

• OEI should expand its own use of SOA (continued)
• Establish SOA governance groups (roles and
  responsibilities) for the OEI
• Establish the OEI Services Board (members are the
  OEI board of directors)
• Establish Customer, Business, and Technical
  advisory groups
• Establish the OEI Services Lifecycle Support
  group
• Establish the OEI Customer Solutions group
• Optimize OEI services lifecycle management
  (development and operations) to unify and improve
  the experiences that OEIs customers have when
  using OEIs priority services
• Thoroughly study and evaluate the tradeoffs in
  adopting emerging Web Services standards and SOA
  enabling infrastructure components
• Study the demand for collaboration services and
  develop a collaboration service roadmap
• Lower the cost of providing OEIs services
  through reuse (COTS, outsourcing, consolidation,
  legacy system service wrapping, etc.)

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EPA SOA Strategy Recommendations (Continued)

• OEI should facilitate SOA adoption across the
  rest of the EPA, its Offices, and its
• Extended Enterprise
• Prepare the EPA for SOA adoption (prioritize
  steps based on value, use simple jargon-less
  language)
• Clearly describe (profile) the key services that
  are being or that will be provided
• Advertise available services in the Enterprise
  Service Catalog and Service Component Registry /
  Repository
• Help customers leverage available services to
  ensure that customers get as much value out of
  them as possible
• Provide customer-friendly lifecycle support for
  services to maximize customer satisfaction
• Simplify the way that complex services are
  provided to save time and money (e.g., by using
  modular services)
• Standardize the way that services are provided to
  make more services available for use to more
  customers (e.g., using XML and web services)
• Re-use services to improve resource efficiency
  and effectiveness (e.g., shared services)
• Provide new and enhanced services to fulfill
  unmet or evolving customer needs (e.g.
  collaboration)
• Adopt SOA incrementally, continually advancing
  SOA adoption and optimizing services
• Leverage SOA Best Practices
• Establish SOA Governance Roles and
  Responsibilities at all levels to facilitate SOA
  adoption
• Facilitate both top-down and bottom-up SOA
  governance to speed and manage SOA adoption
• Facilitate Top-Down SOA governance by using SOA
  in existing management processes
• Facilitate Bottom-Up SOA governance through
  collaboration among SOA stakeholders via the SOA
  Community of Interest and other service
  communities (e.g., Geospatial)

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Supporting Detail
19
SOA Techniques That Service Providers Can Use
toDeliver More Value to Their Customers and
Stakeholders
20
SOA Technique Boost Value of Service by
Strengthening the Customer-Provider Service
Agreement
DEMAND SIDE
SUPPLY SIDE
Services deliver valueto customers stakeholders
Service Provider
Value
Customers Stakeholders
Service
Components
Customers receive a servicevia service interface
Components provide a service via service
interface

• Supply Profile
• (Concern of the Service Provider Only)
• Components used to provide the service
• Orchestration (how components work together)
• Sourcing (how components are sourced, e.g.
  built,purchased, leased, subscribed to, etc.)
• Assembly (how components are assembled)
• Deployment (sequencing, etc.)
• Operations
• Financing

• Demand Profile
• (Concern of Customers and Service Provider)
• Service Name and Description
• Customers and Other Stakeholders
• Value Delivered to Customers Stakeholders
• Functionality (what work gets done)
• Performance Thresholds (e.g., SLAs)
• Interface (how customers use the service)
• Inputs and Outputs
• Preconditions and Post-conditions
• Subscription Agreements (payment, separation,
  etc)
• Problem Handling
• Change Management
• Planned Improvements

21
SOA Technique Boost Value of Service by
Strengthening the Customer-Provider Service
Agreement
EXAMPLE
Shared NetworkFolders Service
IT Services Organization
Customers
The IT Services Organizationjust told my
organization to delete files off our
sharednetwork folders because weare taking up
too much room!
We need some extrastorage for a new program,so
well borrow some fromthe shared folders
Does the CustomerKnow?
Does the ProviderKnow?
SERVICE AGREEMENT -DEMAND PROFILE
I just accidentally deleted animportant file,
and the ITServices Organization justsaid they
didnt backup thefiles last night!
We dont backup the fileson weekends
anymore because its too expensive
I have a suggestion forimproving this service,
butI have no idea who to makeit to so that it
will be heard,so Ill just give up.
Were doing well whenwe dont hear from
ourcustomers
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SOA Technique Boost Value of Service by
Strengthening the Customer-Provider Service
Agreement
EXAMPLE
Shared NetworkFolders Service
IT Services Organization
Customers
I know that our organizationhas 650 GB of
storage available, so we can manage how we use
our shared folder
We need some extrastorage, but we cant
justtake it from the shared networkfolders
because 3 customersmay need it this month
Does the CustomerKnow?
Does the ProviderKnow?
SERVICE AGREEMENT -DEMAND PROFILE
I know that the shared folder isnt backed up on
weekends so Ill be sure to make abackup copy of
my work
Perhaps we should workwith our customers to
seeif they would be willing tohelp defray the
costs ofweekend backups
Our organization has somespecial storage needs
thatwe are willing to pay for, andwe have
submitted a changerequest scheduled for review
Were doing well whenour customers
expresssatisfaction and participatein making
our services better
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SOA Technique Boost Value of Service by
Strengthening the Customer-Provider Service
Agreement

• Service providers should provide
  customer-friendly lifecycle support across all of
  their services to maximize customer satisfaction
• Requesting information about services
• Reporting problems with services and getting them
  resolved promptly
• Requesting changes to services and getting them
  incorporated promptly
• Requesting assistance in using services
• Checking on the status of requests
• Receiving news updates about services
• Collaborating with other service customers

24
SOA Techniques That Service Providers Can Use
toDeliver More Value to Their Customers and
Stakeholders
25
SOA Technique Save Time and Money by
Simplifying Services and Using Readily Available
Components
EXAMPLE
Organization X
Customers
Application Service
Application System
Custom-Built TechnologyComponents
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SOA Technique Save Time and Money by
Simplifying Services and Using Readily Available
Components
EXAMPLE
Customers
Organization X
Application Service
Application System
BusinessRules Services
Custom-Built TechnologyComponents
Web PageServices
Transaction SupportServices
Data Storage Services
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SOA Technique Save Time and Money by
Simplifying Services and Using Readily Available
Components
EXAMPLE
Customers
Organization X
Application Service
Application System
BusinessRules Services
Custom SoftwareComponents
Web PageServices
COTS Web PageServer Components
Transaction SupportServices
COTS TransactionServer Components
COTS DatabaseServer Components
Data Storage Services
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SOA Technique Save Time and Money by
Simplifying Services and Using Readily Available
Components
EXAMPLE
Customers
Organization X
Application Service
Application System
BusinessRules Services
Custom SoftwareComponents
Web PageServices
Transaction SupportServices
Agency GeneralSupport System
Data Storage Services
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SOA Techniques That Service Providers Can Use
toDeliver More Value to Their Customers and
Stakeholders
30
SOA Technique Make Services Available to More
Customersby Using Internet Standards
EXAMPLE
IT System A
Potential Customers
but there is noway for me to connect toSystem
A to do it
X
User AuthenticationService Embeddedin Software
Code
I Need to AuthenticateA User that System Acan
authenticate
Data Query Service Made Available
viaProprietary Interface
X
I Need Data thatSystem A has
but its too hard / too Expensive to connect
to System As proprietary interface from an
alternate platform or remote location
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SOA Technique Make Services Available to More
Customersby Using Internet Standards
EXAMPLE
User AuthenticationService Made Available Via
XML Web ServiceStandards
IT System A
Potential Customers
and now I can becauseSystem A has made
itsembedded User Authen- tication service
available
User AuthenticationService Embeddedin Software
Code
I Need to AuthenticateA User that System Acan
authenticate
Data Query Service Made Available viaXML Web
ServiceStandards
I Need Data thatSystem A has
and now I can even though I have analternate
computing platformor am at a different location
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SOA Technique Make Services Available to More
Customersby Using Internet Standards

• Standardize the way that services are provided to
  make more services available for use by more
  customers
• Use XML and Web Services standards to provide
  automated services
• Use enhanced SOA enabling infrastructure
  components to provide advanced services
• Balance flexibility (bottom up) and
  maintainability (top down)
• Thoroughly evaluate and experiment with new
  standards and products before mainstream adoption

33
SOA Techniques That Service Providers Can Use
toDeliver More Value to Their Customers and
Stakeholders
34
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 1 Business Services at a Very High Level
US Federal Government
Grant Services
Grantees
35
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 1 Business Services at a Very High Level
US Federal Government
Grant Services
Grantees
Education GrantsServices
US Department of Education
Energy GrantsServices
US Department of Energy


36
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 1 Business Services at a Very High Level
US Federal Government
Grant Services
Grantees
Education GrantsServices
US Department of Education
ServicesUnique toEducation
ServicesCommon toall Grants
Redundant OrganizationalComponents
Energy GrantsServices
US Department of Energy
ServicesCommon toall Grants
Redundant OrganizationalComponents
ServicesUnique to Energy


37
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 1 Business Services at a Very High Level
US Federal Government
Grant Services
Grantees
Education GrantsServices
US Department of Education
ServicesUnique toEducation
GrantsCenter ofExcellence
ServicesCommon toall Grants
Energy GrantsServices
US Department of Energy
ServicesUnique to Energy


38
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 2 Technical Services at a Much Lower
Level
US EPA
Automated Services
Customers
AutomatedServices A
IT System A
AutomatedServices B
IT System B


39
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 2 Technical Services at a Much Lower
Level
US EPA
Automated Services
Customers
AutomatedServices A
IT System A
ServicesUnique toSystem A
UserAuthenticationServices
Redundant System Components
AutomatedServices B
IT System B
UserAuthenticationServices
Redundant System Components
ServicesUnique toSystem B


40
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services
EXAMPLE 2 Technical Services at a Much Lower
Level
US EPA
Automated Services
Customers
AutomatedServices A
IT System A
ServicesUnique toSystem A
Shared Auth System Components
UserAuthenticationServices
AutomatedServices B
IT System B
ServicesUnique to System B


41
SOA Technique Use Resources More Efficientlyby
Consolidating Redundant Services

• Service Providers at all levels should establish
  SOA Governance Bodies to facilitate SOA adoption
• Services Board
• Services Advisory Groups
• Customer Advisory Groups
• Business Advisory Groups
• Technical Advisory Groups
• Services Lifecycle Support Group
• Customer Solutions Support Group

42
Centers of Excellence and Shared Services are
Models for Increasing Sharing and Reuse Beyond
Federation
43
SOA Techniques That Service Providers Can Use
toDeliver More Value to Their Customers and
Stakeholders
44
SOA Technique Optimize Services by Insulating
Customers from Change and Making Incremental
Changes

• Adopt SOA incrementally, continually advancing
  SOA adoption and optimizing services
• Develop Maintain the SOA strategy
• Develop Maintain the SOA adoption plan
• Identify SOA opportunities
• Prioritize SOA opportunities based on value
• Plan SOA sourcing activities based on priorities
• Manage the Lifecycle of Each Service
• Develop Maintain the Service Plan (Service
  Roadmap)
• Source the Service
• Component Acquisition
• Component Assembly
• Service Quality Assurance
• Service Deployment
• Operate the Service