Selling Enterprise SOA

The purpose of this intervention is to outline the short script for selling SOA concepts.

This follows on from the need to review the now large library of ideas on SOA into a specific standalone tangible deliverable that takes the audience quickly through the specific knowledge topics.

The aim is to summarise and focus on the core principles and practices covering all aspects of the topic rather than a specific area of specialism.

The principle target of this paper is to prepare for a Account Executive (Director level) presentation that will require:

• Focus on key terminology

• Clear positioning of where Consulting and Project / outsourcing resources are leveraged and sold

• Focus on the specific product being sold

• Examples of a Business Process , event, service and other positioning maps and road maps to sell SOA/POA

• A capability statement

• Examples of case studies were possible.

• “So what factor” what are the reasons for doing this, what are the benefits

• Pipeline - identifying a potential set of areas to get things going

• Long haul vs short haul

• Engaging the right people

• Approach and methodology

• Traditional implementation versus a ““netweaver”(SOA) stack”

• If you do it that way

• If you do it this way

• Least risk

• Options

• Multiple old technology installations/licences vs Reusable technology stack

• Shaping the future

• Strategy

• A Process Orientated Architecture, where processes can be enabled by linking business services.

• Applications do not create workflow through application integration, but through a process enabled set of services.

• Applications will expose services in an Service Orientated Architecture approach, this will mean that all services will be:

• Projectable and Introspectable by the BPM capability

• Registered through a common directory

• Re-usable, by exposing a common interface with common functions

• Linkable to present business services

• Physical integration with be through an Enterprise Service Bus (SAP XI)

• You cants

• Applications do not create workflow through application integration, but through a process enabled set of services

• Organisational impact model

• You can work with the current organisation or you can change to maximise the use of capabilities – the changes to organisational capability

• What sort of organisational structure and governance model

• Differences form the standard governance structure

• Different organisational mobilisation models

• Core standards

• Core platforms

• Core registries

• Core IDE tools

• Business case – cost to put into production

• Demonstrate a real process

• A financial model that demonstrated the full costs of the production environment

• Support

• Running etc

• Support

• The organisation you need to put in place to support it

• Direction guarantee for the future

• Financial impacts

• Acceptance of the financial “costs”

• Target groups

• Process fitness

• DCT

• The organisation

• You can drive it from a technology point of view or linking it back to an enterprise architecture strategy point of view for business.

• E.g. looking at the Technology issues only e.g. security and standards of interfaces rather than business context.

• Capabilities

• Group Global organization and service centers of a wider support for the topic.

• Examples of message patterns in processes

• Request- Reply

• Publish – Subscribe

• Event Model

• Synchronous / Asynchronous

• Traditional costs of implementing versus versus new architecture implementation

• Companies locked into their specific hardware platform. As a result companies are not able to take advantage of new technologies until they are made available by their vendor.

• Lack of abstraction causes rigidity in the structure, abstraction decouple dependencies between different technology components.

• Scalability - ability to add volume, performance, capabilities.

#SOA #SellingSOA