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Business Consulting Services © Copyright IBM Corporation 2004 Methodology: From Component Business Model to Service Oriented Architecture Nuernberger Kreis – Softwaretag: 7. May 2004 Karin Duermeyer Distinguished Engineer & IBM Academy of Technology Member IBM Web Services Technology Council Member IBM Global Services

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Page 1: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

Business Consulting Services

© Copyright IBM Corporation 2004

Methodology: From Component Business Model to Service Oriented Architecture

Nuernberger Kreis – Softwaretag: 7. May 2004

Karin DuermeyerDistinguished Engineer & IBM Academy of Technology MemberIBM Web Services Technology Council Member IBM Global Services

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CBM-SOA_KD(05052004).ppt | 5. May 20042

Business Consulting Services

© Copyright IBM Corporation 2004

Agenda

Component Business Modeling - Motivation- Definitions, Metamodel

- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture

From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model

Service Offerings, Products and Education are available

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CBM-SOA_KD(05052004).ppt | 5. May 20043

Business Consulting Services

© Copyright IBM Corporation 2004

Greater Flexibility Required From Business Models And The Supporting IT Architecture

Flexible Business

TransformationBusiness Process Outsourcing

Mergers, Acquisitions & Divestitures

Flexible IT

On demand Operating Environment

Requires

ComposableServices(SOA)

ComposableProcesses

(CBM)Component

Business Modeling

Development Infrastructure Management

Service Oriented Architecture (SOA)

Software Development Integration

InfrastructureManagement

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CBM-SOA_KD(05052004).ppt | 5. May 20044

Business Consulting Services

© Copyright IBM Corporation 2004

To address our clients’ business issues, we developed an approach that effectively links business and technology

Integrated Response

Business ModelBusiness Model

TechnologyTechnology

Business ProcessBusiness ProcessPOVBusiness

Issue

POVBusiness

Issue

Companies Business Model

Infrastructure

Component Business Model (CBM)

Operating Environment

CBM + Operating Environment

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CBM-SOA_KD(05052004).ppt | 5. May 20045

Business Consulting Services

© Copyright IBM Corporation 2004

We have defined Component Business Maps for multiple industries. They are used to frame many different questions

Where are the core and non-

core activities?

What shape is my organisation in the

future?

What are the current business priorities

Where are the key programmes impacting?

Who do I partner with to deliver the end to end value?

What are the priorities for Technology?

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

Page 6: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 20046

Business Consulting Services

© Copyright IBM Corporation 2004

A component business map is a tabular overview of a business

Control

Execute

Direct Business Planning

Business Unit Tracking Sales

ManagementCredit

AssessmentReconciliation

Compliance

Staff Appraisals

Relationship Management

Sector Management

Product Management

Production Administration

Product Fulfillment

Sales

Marketing Campaigns

Product Directory

Credit Administration

Customer Accounts

GeneralLedger

Document Management

Customer Dialogue

Contact Routing

StaffAdministration

BusinessAdministration

New Business Development

Relationship Management

Servicing & Sales

Product Fulfillment

Financial Control and Accounting

Sector Planning

Portfolio Planning

Account Planning

Sales PlanningFulfillment Planning

Fulfillment Planning

A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.

Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.

An Operational Level characterises the scope of decision making. The three levels used in CBM are direct, control and execute.

Direct is about strategy, overall direction and policy.

Control is about monitoring, managing exceptions and tactical decision making

Execute is about doing the work

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CBM-SOA_KD(05052004).ppt | 5. May 20047

Business Consulting Services

© Copyright IBM Corporation 2004

Example component business model for the credit card industry:

Page 8: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 20048

Business Consulting Services

© Copyright IBM Corporation 2004

A Business Component is a part of an enterprise that has the potential to operate semi-independently, as a separate company, or as part of another company.

A business component- Has discrete boundaries, defined by the

services that it uses as inputs and offers as outputs

- Includes the resources, people, technology and know-how necessary to deliver some value

- Is ‘black box’ in that the users don’t need to see the business activities that are inside

- Can be (mostly) neatly separated—provides logical ‘cleave points’

- Can have attributes, such as cost, revenue, importance to the business, etc.

Business services- are goods or services that a business

component offers to other business components and/or to external parties

Component NameMarket Segment

Planning

DescriptionTo analyze markets and derive targets

Component NameMarket Segment

Planning

DescriptionTo analyze markets and derive targets

Services Used

Services Offered

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CBM-SOA_KD(05052004).ppt | 5. May 20049

Business Consulting Services

© Copyright IBM Corporation 2004

A business process can be represented as a collaboration among business components.

Component NameMarket Segment

Planning

DescriptionTo analyze segments

and derive targets

Component NameMarket Segment

Planning

DescriptionTo analyze segments

and derive targets

Component NameBusiness Strategy

DescriptionDefine business

strategy

Component NameBusiness Strategy

DescriptionDefine business

strategy

Component NameSegment Tracking

DescriptionTrack target segments

Component NameSegment Tracking

DescriptionTrack target segments

Business Plans

Tracking Models & TargetsMarket

Events

To “Product Management”

business component

Product Portfolio Updates

Product Portfolio Updates

New product ideaOr

Competitive business need

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CBM-SOA_KD(05052004).ppt | 5. May 200410

Business Consulting Services

© Copyright IBM Corporation 2004

An initial metamodel of CBM has been defined to strengthen further development.

Operational Level

Business Service

providesuses evaluated by

Business

Business Competency

0..n

0..n0..n

0..n

0..n

0..n

0..n

Business Component

Business Activity

Business Process

0..n

0..n

Strategic Capability

EvaluationCriterion

0..n 0..n

strategy enabled

by

0..n

1

1

1

consists of

classifies

1 1

classifies

contains

may be built from

0..n

1

contains

0..1

Page 11: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 200411

Business Consulting Services

© Copyright IBM Corporation 2004

Key “Services” provided by a Business Component can be leveraged by multiple Business Processes that cut across the enterprise.

In this example, Loan Underwriting business component, provides two Business Services namely Accept_Loan_Application & Check_Loan_ Application_Status.

Both of these Services can be leveraged by multiple variations of Loan_Application_Submission process executed by various actors including Call Center Operators, Customers who are performing Self-Service on the Web, or Data entry professionals who scan and OCR loan applications submitted by snail mail.

Cus

tom

erR

elat

ions

hip

Man

agem

ent

Port

folio

/Ris

k M

anag

emen

t

Loan

O

rigin

atio

n an

d Se

rvic

ing

Acc

ount

ing

and

Aud

it

Rec

onci

liatio

n an

d Se

ttlem

ents

Fina

nce

Planning &

Analysis

Monitor & Control

Operations & Execution

Regulatory & Compliance

Budgeting & Forecasting

Portfolio Management and

Hedging

Customer Relationship

Trade Execution

Credit Analysis

Loan Underwriting

Bank Policies and Procedures

Credit Risk Management

Pipeline Management

Collateral Analysis

Marketing and Syndication

Collateral Management

Portfolio Risk Management

Trading Management

Loan Portfolio Acquisition

Market Risk Management

Research Analytics

Loan Funding & Setup

Loan Servicing & Administration

Pricing

Document Management

Reconciliation and Control

Cash Control

Treasury Management

Compliance Guidelines &

Control

ManagementReporting

Financial Reporting

GL & Accounting

Operational Control

Cus

tom

erR

elat

ions

hip

Man

agem

ent

Port

folio

/Ris

k M

anag

emen

t

Loan

O

rigin

atio

n an

d Se

rvic

ing

Acc

ount

ing

and

Aud

it

Rec

onci

liatio

n an

d Se

ttlem

ents

Fina

nce

Planning &

Analysis

Monitor & Control

Operations & Execution

Cus

tom

erR

elat

ions

hip

Man

agem

ent

Port

folio

/Ris

k M

anag

emen

t

Loan

O

rigin

atio

n an

d Se

rvic

ing

Acc

ount

ing

and

Aud

it

Rec

onci

liatio

n an

d Se

ttlem

ents

Fina

nce

Cus

tom

erR

elat

ions

hip

Man

agem

ent

Port

folio

/Ris

k M

anag

emen

t

Loan

O

rigin

atio

n an

d Se

rvic

ing

Acc

ount

ing

and

Aud

it

Rec

onci

liatio

n an

d Se

ttlem

ents

Fina

nce

Planning &

Analysis

Monitor & Control

Operations & Execution

Regulatory & Compliance

Budgeting & Forecasting

Portfolio Management and

Hedging

Customer Relationship

Trade Execution

Credit Analysis

Loan Underwriting

Bank Policies and Procedures

Credit Risk Management

Pipeline Management

Collateral Analysis

Marketing and Syndication

Collateral Management

Portfolio Risk Management

Trading Management

Loan Portfolio Acquisition

Market Risk Management

Research Analytics

Loan Funding & Setup

Loan Servicing & Administration

Pricing

Document Management

Reconciliation and Control

Cash Control

Treasury Management

Compliance Guidelines &

Control

ManagementReporting

Financial Reporting

GL & Accounting

Operational Control

Regulatory & Compliance

Budgeting & Forecasting

Portfolio Management and

Hedging

Customer Relationship

Trade Execution

Credit Analysis

Loan Underwriting

Bank Policies and Procedures

Credit Risk Management

Pipeline Management

Collateral Analysis

Marketing and Syndication

Collateral Management

Portfolio Risk Management

Trading Management

Loan Portfolio Acquisition

Market Risk Management

Research Analytics

Loan Funding & Setup

Loan Servicing & Administration

Pricing

Document Management

Reconciliation and Control

Cash Control

Treasury Management

Compliance Guidelines &

Control

ManagementReporting

Financial Reporting

GL & Accounting

Operational Control Loan Underwriting

Accept Loan Application

Check Loan Application Status

Page 12: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 200412

Business Consulting Services

© Copyright IBM Corporation 2004

According to the strategic goals, different attribution should be applied

FinancialManagement

Customer Accounting

CustomerService and

Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministratio

n

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/L

Product Directory

Product Development and

Deployment

Marketing

Market Research

Planning and Oversight

Managing Products

Sector Marketing Plans Customer

Portfolio Analysis

Credit and Risk Management

Application Processing

Credit Decisioning

Target ListsCustomer Profile

Contact/Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting

Policies

Product Operations

Management

Risk ManagementCustomer Servicing and

Sales Planning

FinancialManagement

Customer Accounting

CustomerService and

Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministratio

n

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/L

Product Directory

Product Development and

Deployment

Marketing

Market Research

Planning and Oversight

Managing Products

Sector Marketing Plans Customer

Portfolio Analysis

Credit and Risk Management

Application Processing

Credit Decisioning

Target ListsCustomer Profile

Contact/Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting

Policies

Product Operations

Management

Risk ManagementCustomer Servicing and

Sales Planning

Business Component Model

The ValueChain

Planning Analysis & Refinement

Execution and (S)TP

Monitor and Manage

Bu

sine

ssA

dmin

istr

atio

n

Mar

keti

ng

Ass

et M

gmt &

Pro

du

ctD

evel

opm

ent

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sine

ss

Cu

stom

er

Ser

vice

Co

ntra

ctA

dmin

istr

atio

n

Fin

ance

Bu

sine

ssA

dmin

istr

atio

n

Mar

keti

ng

Ass

et M

gmt &

Pro

du

ctD

evel

opm

ent

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sine

ss

Cu

stom

er

Ser

vice

Co

ntra

ctA

dmin

istr

atio

n

Fin

ance

BusinessActivity Level

Operations P lanning

Service Management

Contract &Policy Setup

Channel Management

Campaign Management

Alliance Management

Product Management

Manufacturing P lanning Distribution

P lanning

Operational Control

Financial Control

Accounting &Finance P lanning

Asset & Liability Management

Funds Management

Trading

General Ledger

Treasury

Claims processingContact

Servic ing

Inforce Processing

Check Processing

Contract Administration

Correspondence

Intelligent RoutingContact Repository

CustomerProfile

Fees & Commissions

End-customer marketing

Campaign Execution

Product Development

Sales Support

End-Consumer Sales

Conservation

Human Resource

Business P lanning

Management Manual

Advisor/ Intermediary AdministrationAdvisor/Intermediary Setup

Wholesales

Product ProfileImplementation

Regulatory Reporting

Training

Council ServicesSystems & Facilities Helpdesk

Business Component “Heat Maps”

t

t

Fin

ance

Fin

ance

Financial Control

Accounting &Finance Planning

Asset & Liability Managemen

Funds Management

Trading

General Ledger

The ValueChain

Planning Analysis & Refinement

Execution and (S)TP

Monitor and Manage

Bu

sin

ess

Ad

min

istr

atio

n

Mar

keti

ng

Ass

et M

gm

t &

Pro

du

ctD

evel

op

men

t

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sin

ess

Cu

sto

mer

S

ervi

ce

Co

ntr

act

Ad

min

istr

atio

n

Bu

sin

ess

Ad

min

istr

atio

n

Mar

keti

ng

Ass

et M

gm

t &

Pro

du

ctD

evel

op

men

t

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sin

ess

Cu

sto

mer

S

ervi

ce

Co

ntr

act

Ad

min

istr

atio

n

BusinessActivity Level

Operations Planning

Service Management

Contract &Policy Setup

Channel Managemen

t

Campaign Managemen

Alliance Management

Product Management

Manufacturing Planning Distribution

Planning

Operational Control

t

Claims processing

Contact Servicing

Inforce Processing

Check Processing

Contract Administratio

n

Correspondence

Intelligent RoutingContact Repository

CustomerProfile

Fees & Commission

s

End- customer marketing

Campaign Execution

Product Developmen

Sales Support

End-Consumer

Sales

Conservation

Human Resource

Business Planning

Management Manual

Advisor/ Intermediary Administratio

nAdvisor/Intermediar

y Setup

Wholesales

Product ProfileImplementatio

n

Regulatory Reporting

Training

Council ServicesSystems & Facilities Helpdesk

Fin

ance

Fin

ance

Financial Control

Accounting &Finance Planning

Asset & Liability Managemen

Funds Management

Trading

General Ledger

The ValueChain

Planning Analysis & Refinement

Execution and (S)TP

Monitor and Manage

Bu

sin

ess

Ad

min

istr

atio

n

Mar

keti

ng

Ass

et M

gm

t &

Pro

du

ctD

evel

op

men

t

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sin

ess

Cu

sto

mer

S

ervi

ce

Co

ntr

act

Ad

min

istr

atio

n

Bu

sin

ess

Ad

min

istr

atio

n

Mar

keti

ng

Ass

et M

gm

t &

Pro

du

ctD

evel

op

men

t

Sal

es &

C

han

nel

Man

agem

ent

New

Bu

sin

ess

Cu

sto

mer

S

ervi

ce

Co

ntr

act

Ad

min

istr

atio

n

BusinessActivity Level

Operations Planning

Service Management

Contract &Policy Setup

Channel Managemen

t

Campaign Managemen

Alliance Management

Product Management

Manufacturing Planning Distribution

Planning

Operational Control

t

Claims processing

Contact Servicing

Inforce Processing

Check Processing

Contract Administratio

n

Correspondence

Intelligent RoutingContact Repository

CustomerProfile

Fees & Commission

s

End- customer marketing

Campaign Execution

Product Developmen

Sales Support

End-Consumer

Sales

Conservation

Human Resource

Business Planning

Management Manual

Advisor/ Intermediary Administratio

nAdvisor/Intermediar

y Setup

Wholesales

Product ProfileImplementatio

n

Regulatory Reporting

Training

Council ServicesSystems & Facilities Helpdesk

Goal: Quick financial wins

Value driver Capabilities Redundancies

Goal: Focus on Core competencies

Strategic values Differentiating activities

Goal: Strategic Flexibility

External relationships Impact on Time-to-market

Concept of Component Attribution

Source: IBM Institute for Business Value

Page 13: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 200413

Business Consulting Services

© Copyright IBM Corporation 2004

Example path for change: Consumer goods industry

Strategy

Tactics

Execution

Product Management

CustomerRelationship

Manufacturing Supply Chain &Distribution

BusinessAdministration

Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

In-bound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning

Supply Chain Strategy

Supply Chain Planning

Out-bound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

Seek external provider / external utility

Transformational View

Consolidate and/ or create internal utility

No action

Integrate and redesign

Page 14: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 200414

Business Consulting Services

© Copyright IBM Corporation 2004

We have defined a draft version of the Component Business Maps for 17 industries. They are used as references in customer engagements

Life Sciences (Pharma)

Electronics

Banking

Financial Markets

Telecommunication

Automotive

Retail

Consumer Packaged Goods

Media & Entertainment

Insurance

Travel & Transportation

Government (Steuerwesen)

Healthcare

Education

Aerospace & Defense

Chemical & Petroleum

Utilities

We have used the CBM Maps in engagements by:- Allianz- Dresdener- Nestle- Züricher Kantonalbank

Page 15: Anwendungsentwicklung und -architekturen: "Paradigmenwechsel

CBM-SOA_KD(05052004).ppt | 5. May 200415

Business Consulting Services

© Copyright IBM Corporation 2004

There are several architectural building blocks that need to be provided to establish an On Demand operation environment (ODOE)

Source: IBM BCS, Technology as the Catalyst: “On Demand Technology Architecture Overview”, September 2003

USER

BUSINESS

Resource Virtualization Services

Utility Business Services

Business Function Services

Business Process Choreo graphy Services

Common Services

User AccessServices

Service Level Automation and Orchestration Services

User Interaction Services

InformationManagement

Services

Component BusinessServices

Enterprise Service Bus

Choreography

Personalization

Reporting

Custom Applications

Packaged Applications

Adaptation

Business Rules

Interaction Acquired ServicesCollaboration

PresentationConnectivity

Information Access

Information Integration

Analytics

Metadata

… … … …… …

Business Connections

Mediation, Messaging, EventsBusiness

Performance Management

BusinessService

BusinessService

BusinessService

BusinessService

BillingRatingMetering Services Peering Settlement

Application Services

Infrastructure Services

Availability Services

Security Services

Workload Services

Configuration Services

Problem Management

Data Placement

Server Storage Resource MappingNetwork Information …

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CBM-SOA_KD(05052004).ppt | 5. May 200416

Business Consulting Services

© Copyright IBM Corporation 2004

USER

BUSINESS

Resource Virtualization Services

Utility Business Services

Business FunctionServices

Business Process Choreography Services

Common Services

User AccessServices

Service Level Automation and Orchestration Services

User Interaction Services

InformationManagement

Services

Component BusinessServices

Enterprise Service Bus

Choreography

Personalization

Reporting

Custom Applications

Packaged Applications

Adaptation

Business Rules

Interaction Acquired ServicesCollaboration

PresentationConnectivity

Information Access

Information Integration

Analytics

Metadata

… … … …… …

Business Connections

Mediation, Messaging, EventsBusiness

Performance Management

BusinessService

BusinessService

BusinessService

BusinessService

BillingRatingMetering Services Peering Settlement

Application Services

Infrastructure Services

Availability Services

Security Services

Workload Services

Configuration Services

Problem Management

Data Placement

Server Storage Resource MappingNetwork Information …

USER

BUSINESS

Resource Virtualization Services

Utility Business Services

Business FunctionServices

Business Process Choreography Services

Common Services

User AccessServices

Service Level Automation and Orchestration Services

User Interaction Services

InformationManagement

Services

Component BusinessServices

Enterprise Service Bus

Choreography

Personalization

Reporting

Custom Applications

Packaged Applications

Adaptation

Business Rules

Interaction Acquired ServicesCollaboration

PresentationConnectivity

Information Access

Information Integration

Analytics

Metadata

… … … …… …

Business Connections

Mediation, Messaging, EventsBusiness

Performance Management

BusinessService

BusinessService

BusinessService

BusinessService

BillingRatingMetering Services Peering Settlement

Application Services

Infrastructure Services

Availability Services

Security Services

Workload Services

Configuration Services

Problem Management

Data Placement

Server Storage Resource MappingNetwork Information …

The CBM and ODOE has been connect to define a logical path for change

Start with a “hot” component area – product identification

Define a model (e.g. with WBI Modeler) of the component to be transformed

Identify and design the required supporting infrastructure

Understand the underlying applications infrastructure and how it needs to change

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Agenda

Component Business Modeling - Motivation- Definitions, Metamodel

- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture

From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model

Service Offerings, Products and Education are available

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Service-oriented Architecture (SOA) is supported by a service oriented infrastructure. SOA can mean slightly different things, but definitions are converging…

SOA can be expressed as

a set of architectural principles which address characteristics such as modularity, encapsulation, loose coupling, separation of concerns, composable and single implementation.

an architectural style which requires a service provider, requestor and a service description.

as a programming model complete with standards, tools, methods and technologies such as web services.

Or, a set of business aligned I/T services that support an organization’s business process goals and objectives ……using interface-based service descriptions that decouple the provider and consumer through open standards and protocols…

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MANAGED & SECURE ENVIRONMENTUser Authentication and management of Service Transactions

Elements Of An SOAExamples

BUILDCreating services from new or existing application functionality

Expose legacy CICS daily trading results data as a service

DEPLOYMaking services available for use

Make the service available through an application server

USEUsing services individually or in combination

Utilize service to incorporate CICS data as part of an executive dashboard

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IBM is Working with Customers at All Levels of SOA Adoption

Implementing Individual Web

Services

Service Oriented Integration of

Business Functions

Enterprise Wide IT

Transformation

On Demand Business

Transformation

Bus

ines

s V

alue

Creating services from tasks contained in new or existing

applications

Integrating services across multiple applications inside and

outside the enterprise for a business objective

An architected implementation enabling integration across business functions throughout an enterprise

Broad transformation of existing business models or the

deployment of new business models

Entry Points Based On

Business Priorities

1

2

3

4

CBM

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An SOA Requires Multiple levels in its architecture

Operational Systems

Service-Oriented Architecture

IBM AS/400

Business Process Architecture

Component-based Architecture

Mainframe

Presentation Architecture

Qo

S M

anag

emen

t &M

on

itorin

g

Integ

ration

Arch

itecture

(Service Integration B

us)

Object-oriented

CICS/COBOL

CRM, ERP

Business IntelligenceBusiness

Intelligence

Process Choreography

Composite Services

Portlets

5

4

3

2

1

6 7

Enterprise Components

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The SOA architecture

ComponentArchitecture

ApplicationArchitecture

ServiceArchitecture

Business Process

Architecture

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Roads to Service-Oriented Architecture

Top Down Modeling to

Identify Business Services

Application Renovation for

Service Exposure

Wrap Legacy Systems or

Packages by Service

Exposure

Model Driven Development with

Future Intent of Service Exposure

© 2004 IBM Corporation

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Service-oriented Method and Architecture (SOMA)

CBM

Top-down: business-driven Process, event and variation analysis

Bottom-up:Leverage Legacy thru

understanding and transformation

Business Services linkedTo Business Goals

Mo

de

l-drive

n: “L

et th

e to

ols

do

the

wa

lkin

g”

Specify IT Components, their services and flow

Legacy

Business Vision

Map components & Services to best technology,

Meeting QoS needs;Assemble worklfow

Service-o

rien

ted A

rchitectu

re

1

2

3 4 5

SOMA combines Business Vision with Modern and Legacy Assets

To achieve an SOA for On-demand

WB

I-Mo

de

ler

WS

AD

-IEM

od

ern

izatio

nW

orkb

en

ch

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Service Oriented Method & Architecture (SOMA) takes the initial partitioning of functional areas from CBM and uses subsequent steps to map to an SOA.

SOMA is identifying business aligned services that leverage legacy and are tied to business goals and choosing appropriate product and technology mappings

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

SOMA

Domain

Decomposition

Subsystem

Analysis

Service

Allocation

Goal Model Creation(Goal-Service Graphs )

Components

Specification

Structuring

Enterprise Components and

Process Modules

Technology Realization

Mapping

Flow

Composition

Flow

Allocation

Internal/External

Flow

Specification

Leverage Assets

1

2

3

4

5

6

7

SOA

Fill gap

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Top-down is the business driven part providing a holistic analysis driven by business needs

A blueprint for enterprise component services is created that is then realized by a combination of existing legacy functionality and new development efforts

Goals, processes, rules and services are taken into account

Bottom-up part of the approach uses a characterization of the existing systems and components and how they map back to business function to help outline the assets available to realize each of the components.

Service Oriented Method & Architecture Combines top-down and bottom-up approaches to achieve an SOA

DomainDecomposition

SubsystemAnalysis

ServiceAllocation

Goal Model Creation(Goal-Service Graphs )

Components Specification

StructuringEnterprise Components and

Process Modules

Technology RealizationMapping

FlowComposition

FlowAllocation

Internal/ExternalFlow

Specification

Leverage Assets

Event And Message Spec

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SOMA is a Process with Seven Major Steps

Domain

Decomposition

Subsystem

Analysis

Service

Allocation

Goal Model Creation(Goal-Service Graphs )

Components

Specification

Structuring

Enterprise Components and

Process Modules

Technology Realization

Mapping

Business eco-system or value chain;Functional areas of the business Description;Decompose domain into subsystems (Business Context)

Analyze subsystems into business and Technology components and servicesAnd compose the flow for subset of process

Determine business goals, sub-goals and Services required to fulfill objectives

Assign services and flow to components;Refactor components as needed;Extricate logic and rules; partition (Legacy Code Assessment)

Specify details of components and Services and flows

Use design and architectural patterns andBest-practices to design internals of serviceComponents (Responsibility Matrix)

Build vs. Buy vs. Subscribe vs. TransformVs. Wrap; how will I realize my servicesComponent functionality? (Migration Matrix)

Flow

Composition

Flow

Allocation

Internal/External

Flow

Specification

Leverage Assets

1

2

3

4

5

6

7

Leverage existing assets : legacy, packageEtc.

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SOMA flow in a typical project

Technology Realization Mapping: Map Components, Services to Implementation

Current Business and Technical Architecture

Future Enterprise and Application Architecture

Decompose Business Domain

Identify Subsystems, Components, use cases

Specify Enterprise Components

Create Business Goal/Service Model Analyze Existing Assets

Componentize Legacy Systems

Allocate Services to Coarse-grained Components

ServiceRepository

Leverage ComponentService repository

1a

23

1b

4

6

7

Structure Enterprise Components using Patterns 5

Bottom-upTop-down

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FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

FinancialManagement

Customer Accounting

CustomerService and Sales

Customer Portfolio

ManagementAcquisitions

BusinessAdministration

ProductManagement

Product Operations

Planning&

Analysis

Checks&

Controls

Execution

Business Planning

Business Architecture

Business Unit Administration

Manage Alliance Relationships

Policy & Procedure Manuals

HR Management

Administer Alliance SLAs

Audit/ QA/ Legal

Facilities

Develop and Operate Systems

Accounting and G/LProduct Directory

Product Development and Deployment

Marketing

Market Research

Acquisition Planning and Oversight

Managing Products

Sector Marketing Plans Customer Portfolio

and Analysis

Credit and Risk Management

Application Processing

Customer Behavior Decisioning

Target Lists (Prospecting) Customer Profile

Contact/ Event History

Correspondence

Campaign Execution

Smart Routing

Servicing

(Dialogue Handler)

Inventory Management

Rewards Management

Product Processing

Financial Capture Payments

Customer Account

Merchant Operations

Collections and Recovery

Financial Consolidation

Billing TreasuryAuthorizationsSales and Cross-Sell

Service/ Sales Administration

Reconciliations

Financial Control

Operations Administration

SecuritizationCase Handling

Customer Accounting Policies

Product Operations Management

Risk ManagementCustomer Servicing and Sales Planning

SOMA

Domain

Decomposition

Subsystem

Analysis

Service

Allocation

Goal Model Creation(Goal-Service Graphs )

Components

Specification

Structuring

Enterprise Components and

Process Modules

Technology Realization

Mapping

Flow

Composition

Flow

Allocation

Internal/External

Flow

Specification

Leverage Assets

1

2

3

4

5

6

7

SOA

Fill gap

Use Service Integration Maturity Model (SIMM) Process to map CBM to SOMA

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Levels of Service-oriented Computing Maturity

Interface Based

Computing

Service Oriented

Computing

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Levels of Service-oriented Computing Maturity

Stage 1: Service Identification- Integration and Wrapping- Service Description

Stage 2: Line of Business Services- Componentization of existing functionality and integration with new

component-based technologies- Repository of common services and components- Reusability within the line of business

Stage 3: Enterprise Wide Services- Business architecture and business modeling- Orchestration and choreography of services- Reusability at the enterprise level

Stage 4: Services on Request- Autonomic Virtualization- Utility Services- Dynamically re-configurable

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Services Integration Maturity Model (SIMM)

Product Line 1

Product Line 2

Product Line 3

Line Specific

SilosSilos

IntegratedApplications

Stove TopApplications

Silos

Silos

Silos

ComponentApplications

ServiceOriented

Applications

ServiceOrchestration

VirtualizedServices

Specific and Shared

Specific and Shared

Specific and Shared

Non Redundant

Non Redundant

Non Redundant

Shared Services

Shared Services

Shared Services

Coordinated Services

Coordinated Services

Coordinated Services

Autonomous Infrastructure

Autonomous Infrastructure

Autonomous Infrastructure

ConfigurableBusiness Processes

Configurable Business Processes

Configurable Business Processes

EAI

Level 1 Level 3 Level 4 Level 5 Level 6 Level 7Level 2

DynamicallyConfigurable

Services

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A utility-based model; usage billing with variable price structure; pay-as-you-goOn demand versus product purchase

Business Process Orchestration with BPEL;Call/Invoke services provided by one component and required by the next; Externalize services for extra-organizational characteristics

Identify / specify and build components and their services across product lines; build the provider side; web services when many suppliers need access

Just-in-time integration and composition of services;Transaction-based billing; End-to-end extended enterprise integration; outsourcing transparent (outsourcing “interface”)

Silos, batch, Applications stove-piped to one business lineLots of redundancy; very low or non-existent reuse or common services. Information interchange a major challenge

Free up I/T spending on Maintenance for Enhancements; Consolidation/Migration, Web Enablement, Componentization, Wrapping with WS; Workflow; Coordinate Information Flow

Harmonize information Flow through message-oriented EAI approaches; leverage legacy systems and Functions through legacy integration & transformation

Level 1

Level 2

Level 3

Level 4

Level 5

Level 6

Level 7

Stove TopApplications

IntegratedApplications

ComponentApplications

ServiceOriented

Applications

ServiceOrchestration

VirtualizedServices

DynamicallyConfigurable

Services

Description of Levels of Maturity

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Strategy

Tactics

Execution

ConsumerRelationship

CustomerRelationship

Manufacturing Supply Chain &Distribution

BusinessAdministration

Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

In-bound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning

Supply Chain Strategy

Supply Chain Planning

Out-bound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

In-bound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning

Supply Chain Strategy

Supply Chain Planning

Out-bound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

?

Collaborations,Activity

Interactions, KPIs, Inputs, Outputs, Events, Triggers,

& QoS data identified

ValidateStaticCBM

CreateDynamic

CBM

CreateBusinessProcessModel

DeploySolution

SOA Elaboration

Coarse-grained Services Fine-grained Services

Target Business Servicesidentified

Business Process

Definitions Flows & Services Portfolio created

Conceptual & Specification level Solution Architecture

created

1 2 3 5

CreateSolution

Architecture

4

Feedback from monitoring & management

Currently the 5 step process begins with the validation of the static model. It is possible that once CBM is formalized and operationalized, this step may not be necessary.

Recent work has identified the need for intermediate step(s) in moving from a business component to a service oriented architecture

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Agenda

Component Business Modeling - Motivation- Definitions, Metamodel

- Industry CBM Maps: Define the logical path for change- Operating Environment Architecture

From Component Business Model to Service Oriented Architecture- What is SOA- Roads to SOA- SOMA: Service oriented Method and Architecture- SIMM: Service Integration Maturity Model

Service Offerings, Products and Education are available

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Deploy

Use

Manage &Secure

Products Education Services

Service Offerings, Products and Education are available:

IBM WebSphere Business Integration Message Broker Product Specific Training

SOA Training

Redbooks

SOA Roadmap of Best Practices

IBM Component Business Modeling

IBM Application Portfolio Rationalization

IBM Assessments for Web Services

IBM Architecture & Planning Services for Web Services

IBM Strategy & Planning Services for Service Oriented

Architecture

IBM Assessments for Service Oriented Architecture

IBM Application Renovation

IBM Application Integration

IBM Infrastructure Readiness Assessment

IBM Infrastructure Strategy

IBM Lotus Workplaces

IBM Tivoli Identity Manager

IBM Tivoli Business System Manager

IBM Tivoli Monitoring for Business Integration

IBM WebSphere Business Integration Monitor

IBM Rational Rose XDE

IBM WebSphere Business Integration ModelerBuild

IBM DB2 Information Integrator

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New Educational Offerings

Patterns: Service Oriented Architecture and Web Services

WebSphere Web Services Information Roadmap

Using Web Services for Business Integration WebSphere Version 5.1 Application

Developer 5.1.1 Web Services Handbook

SOA Architect Training – Q3 UNIT 1:Value Sell UNIT 2 Assessment UNIT 3 Design UNIT 4 SOA Technology and Standards UNIT 5 IBM Assets and Resources UNIT 6 Implementation

SW255 – Basic Web services - Available SW422 - Advanced Web services – Update Speed-start Web services Tutorials -

Updated Speed-start Web services Technical

Briefings SOA and Web services Zone

Training

Topics will include: The Value of the On Demand Operating

Environment Service Oriented Architectures: A Plan for

Implementation Web Services: Speeding up Return On

Investment Industry Roadmaps: Realizing Benefits with

Real Customers Building the Skills Inside and Outside Your

Organization

IBM Executive Technical Summit on SOA

SOA Project Blueprints SOA Reference Architecture Enterprise Solution Templates Organizing for Successful SOA Projects SOA Quality of Service Engagement Definitions and Pain Points Assessment Tools SOA Design Examples

SOA Roadmap to Best Practices

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For More Information …

on demand Operating Environment and SOA http://www.ibm.com/software/info/openenvironment/soa/

SOA and Web services Zone http://www.ibm.com/developerworks/...

Redbooks

http://publib-b.boulder.ibm.com/Redbooks.nsf/redbooks/

Speed-start Web services http://www.ibm.com/developerworks/offers/ws-speed-start/

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Many thanks foryour attention

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In Financial Services, we are helping clients enable the integration of new channels for self-service and partners for compliance

Best Practices in SOA and Web Services in Financial Services

Firm Description of Initiative Solution Benefits

IGS leveraged existing systems and grid technology to provide an integrated client experience in a Service Oriented Architecture

Shortened time to market Dramatically reduced processing time Reduced development and maintenance costs

IGS developed a Service Oriented Architecture to integrate banks and automate a dispute resolution process

Costs reduced by $200M Most disputes are resolved in one billing cycle

IGS developed a Service Oriented architecture to support the banks goal of providing an innovative mix of banking channels

Lowered development and maintenance costs Streamlined operations Increased cross-sell opportunities

IGS teamed partnered to build a B2B system that automatically converts electronic communications to a HIPAA-compliant format

Projected savings of $170M in three years Eliminated need for clearinghouse Reduced customer service costs

IGS partnered to develop a cross-channel solution for providing a consistent customer experience that captures customer data across channels

Overall customer satisfaction improved by 1.6% Customer retention up 12% Household checking acquisitions up 19%

Brokerage

Financial Services

Bank

Bank

Insurance

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Thoughtful coordination is required for appropriate leverage of these various approaches towards a cohesive capability

Strategy

Tactics

Execution

ConsumerRelationship

CustomerRelationship

Manufacturing Supply Chain &Distribution

BusinessAdministration

Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

In-bound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning

Supply Chain Strategy

Supply Chain Planning

Out-bound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

Category/Brand Strategy

Brand P&L Management

Matching Supply and Demand

Marketing Development & Effectiveness

Product Ideation

Marketing Execution

Product Directory

Category/Brand Planning

Assessing Customer Satisfaction

Customer Insights

Account Management

Value-Added Services

Customer Account Servicing

Retail Marketing Execution

Customer Directory

Manufacturing Strategy

Supplier Relationship Management

Production and Materials Planning

Manufacturing Oversight

Supplier Control

Make Products

Plant Inventory Management

Manufacturing Procurement

Assemble/Pkg. Products

Distribution Oversight

Distribution Center Operations

Transportation Resources

En route Inventory Management

In-bound Logistics

Corporate Strategy

Alliance Management

Line of Business Planning

Business Performance Management

External Market Analysis

Organization and Process Design

Legal and Regulatory Compliance

Treasury and Risk Management

Facilities and Equipment Management

IT Systems and Operations

HR Administration

Customer Relationship Strategy

Customer Relationship Planning

Supply Chain Strategy

Supply Chain Planning

Out-bound Logistics

Accounting and GL

Indirect Procurement

Corporate Planning

Concept/Product Testing

Product Development

Product Management

Consumer ServiceIn-store Inventory Mgmt

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Business Transformation Solutions BTS

WBI

Modeler

Service Oriented Method &

Architecture

Business Operations

Model

BOMResearchResearch

SWGSWG

SWGSWG

IGSIGS