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SOA & WOA: Article

SOA Book Excerpt: Service Oriented Modeling and Architecture - Part 2

An SOA Reference Architecture

Validation of Inputs
Before we can start identifying, specifying, and realizing service, it is imperative to validate the inputs that the method expects. SOMA takes inputs from the business.

The "to-be" business processes - their definitions and their corresponding process models that are decomposed down to second and third levels - are mandatory inputs. Services that will be summoned for implementation will be used in an orchestration to choreograph business process as a network of collaborating services at runtime.

Acknowledging the fact that SOA is primarily a business initiative where we strive to achieve flexibility, responsiveness, and agility in the business, the emphasis is on using SOA principles to solve business problems by designing and implementing an IT solution aligned with the business goals and strategy. The business goals and drivers of the company, the realization of which is the basis for commissioning an IT project, is a very important input into the method. The business goals need to be supplemented with a mechanism to measure the success of achieving the goal. Key Performance Indicator (KPI) is a metric that provides the business a measure of success of a software service against the attainment criteria for a business goal. Hence, business goals, drivers, and their associated KPIs are very important inputs to the method. These KPIs are used to measure how effective and successful an enterprise SOA initiative has been.

SOA strongly recommends the concept of reuse. Therefore, the traditional and often scary "rip and replace" approach to systems development is the last option in the philosophical premise of SOA. The idea is to reuse as much of the functionality available in currently running enterprise systems as possible. A good and solid understanding of the current IT environment represents a vital input to the method. For instance, the applications and systems, the functionalities they provide, the importance and usage of the functionalities provided, and the roadmap for enhancement or sunset of each of the systems are all key inputs that help in gaining a good understanding of the current IT portfolio.

The current organizational design and the future organization scope and requirements can also prove to be invaluable inputs. These can be used to identify which line of business will be responsible for the ownership and funding of the service life cycle. However, this is not a mandatory input and can be categorized as "nice to have information."

We recommend the execution of a method-adoption workshop for any client engagement. Such a workshop allows the consulting team to customize the method to suit the specific requirements of the client. In an SOA-based engagement, and as a part of this method-adoption workshop, one can determine the specific inputs available for use with the SOMA method. The inputs that are available must be carefully validated for completeness. What happens if they are incomplete?

The first thing to do is to assess the gaps between the required and the available information, and then a gap-mitigation plan needs to be put in place. A part of the recommended approach is to perform further interview sessions with the stakeholders and subject matter experts (SME) and use that information gathered therein to incorporate the missing information. We also recommend documenting customer pain points and using them to define the customer requirements, business drivers, and priorities. These are by no means the only two ways to address gaps between available and required inputs, and the IT team might have its own gap-mitigation plan as it suits the current customer scenario.

If the mandatory inputs are not available, a commitment needs to be made by the business stakeholders to make them available to the degree of completeness as requested by the IT team.

Identification
When the validation of inputs has been completed, the focus shifts to the identification of the services that will ultimately constitute the service portfolio. The aim is to get an exhaustive list of services that are potential candidates for exposure and then categorize the services into some logical grouping. Experience suggests that the general approaches taken to identify services are sometimes too restrictive; typically we do not exploit all possible sources to identify enterprise-level services. To come up with such an exhaustive list of "candidate" services, it is recommended to use a combination of three complementary techniques: domain decomposition, existing asset analysis, and goal service modeling. After we have compiled the list of candidate services, we use a technique that extracts, from the list of candidate services, only those services relevant for exposure. Figure 3 illustrates the three techniques for service identification.

Let's explore further the various techniques for service identification.

Domain Decomposition
This is a top-down technique that involves the decomposition of the business domain into its functional areas and subsystems, including the decomposition of its business processes into subprocesses and high-level business use cases. These use cases are often good candidates for business services exposed at the edge of the enterprise, or for those used within the boundaries of the enterprise across lines of business. Apart from identifying candidate services, this technique helps to identify functional areas that identify boundaries for subsystems.

This technique includes one step called functional area analysis (FAA). In FAA, we decompose the business domains into logical cohesive functional units and name each unit as a functional area. The resultant set of functional areas provides a modular view of the business and forms the basis of IT subsystem identification, nomenclature, and design. It is not necessary for FAA to be done as a part of SOMA because it can leverage similar work that could have been done as a part of any other project initiative in the same enterprise. The identification of functional areas assists in their usage in service categorization, wherein the identified candidate services can be categorized using the functional areas. The "Service Hierarchy" section of the service model work product is a formalization of the categorization of services.

FAA usually falls under the expertise realm of business analysts and domain experts. One can start with a base set of functional areas, but if and when services are identified and start to be grouped using the functional areas, one can refactor the existing functional areas so that they make sense from a service grouping standpoint. The key point we are trying to make here is that functional areas can be refactored to suit the proper grouping to services.

More Stories By Tilak Mitra

Tilak Mitra is a Certified Senior IT Architect at IBM. He specializes in mid- to large-range enterprise and application architectures based on J2EE, MQ, and other EAI technologies. You can reach him at tmitra@us.ibm.com.

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Norbert Bieberstein, solution architect for IBM's Enterprise Integration team, has extensive first-hand experience with customers migrating to SOA-based On-Demand solutions.

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Keith Jones, PhD, IT architect at IBM Enterprise Integration Solutions, focuses on helping customers define and implement service-oriented architectures.

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Robert Laird is an IT architect in IBM's SOA Advanced Technologies group.

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