The Architect-s Planning Guide for SOA and BPM

8/8/2019 The Architect-s Planning Guide for SOA and BPM

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Paul C. BrownPrincipal Software Architect, TIBCO

The Architect’s PlanningGuide for SOA and BPM



In the Beginning, Architecture was Simple…

… and evolved slowly



Transport Technology Helped Communities to Emerge…

… and grow



Better Infrastructure Fostered Denser Communities…

… and more of them



So How Do You Organize and Manage All This?

How do you ensure you get the business results you want?• The desired business benefit• Within cost constraints• While preserving the flexibility to address tomorrow’s needs

- i.e. avoid the “big dig” and evolve gracefully



Enterprises are shifting to cross-functional business processes

CustomerRelationshipManagement

Sales andMarketing

ProductionPlanning

Manu-facturing

Inventory &Logistics

Finance & HR

SFA Product LMSInv

MGMT

B2BproductERP

SCM productMES

DB ERPCRM

Functional Units

Sales Proposal Management

Employee Onboarding

Order to Cash P r o c e s s e s

Source: Forrester Research



Your business spans your organization

RetrieveTransfers Validate Allocate

Work

CSNTransfers Update

MBSRework Update

Billing

Systems

MS Access SAP Seibel Excel MS Email MS Word

PeopleNEMS Data North MBSNEMSAdministrator Supervisor

D a t a



The Challenges Are Diverse

New skill sets required

Enterprise adoption poses many complicationsKnowledge is scattered throughout the enterprise

Sponsorship

Ownership and control

Governance, Governance, GovernancePolitical conflict

Business and IT alignmentControl vs. alignment

IT talks about servicesBusiness talks about processes



Today’s Business Processes Involve Many Systems

EAI and ETL tie systems togetherPatterns of interaction define business processes

Platform Infrastructure

Presentation

Business Logic

Data

Presentation

Business Logic

Data

Presentation

Business Logic

Data

EAI EAI

ETL ETL

User



We Tie Them Together But … Where’s the Business Process?

Anything can talk toanything, but…The relationshipbetween businessprocesses andsystems is obscureThe IT infrastructure

has become fragile• Difficult to manage• Costly to maintain• Difficult to evolve

IT is perceived as aburden, not an asset

Mainframe Platform Infrastructure

Presentation

Business Logic

Data

Presentation

Business Logic

Data

Presentation

Business Logic

Data

EAI EAI

Windows Platform Infrastructure

Presentation

Business Logic

Data

Presentation

Business Logic

Data

Presentation

Business Logic

Data

EAI EAI

Unix Platform Infrastructure

Presentation

Business Logic

Data

Presentation

Business Logic

Data

Presentation

Business Logic

Data

EAI EAI

ETL ETL

ETL ETL

ETL ETL

EAIE

TL



SOA and BPM Refine The Systems Structure

Introduces a separation between processes and services• Explicitly identify a business process as an architectural concept

Processes are assembled from services• Ideally, the same service gets used in multiple businessprocesses



For Success, A Total Architecture Perspective is Required

Business Processes• Sales order management• Inventory management• Accounting

People• Participants in the business

processesInformation

• The information driving thebusiness processesSystems

• Computers, networks,applications, infrastructuresupporting the businessprocesses

Business Purpose• The focal point for all work

IT can’t do this alone!



TIBCO BPM/SOA Execution Model

Operate theBusiness

Develop Vision&

ProgramRoadmap

Define &Implement

Organization &Governance

Define &ImplementTechnical

Infrastructure &Standards

AnalyzeProcess &DevelopProject

Roadmap

Design, Build& DeployBusinessProcess

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Execution Strategy Solutions & Operations

Continuous ImprovementGovernance

Project Life Cycle Management and Control Measure Business, IT and Organizational KPIs & SLAs / Analyze ROI

Repeat foreach project



Focus on business processes first• They are the source of business value• They are the glue that binds the people and systemstogether

ApplicationSilo

ApplicationSilo BPM/SOASilo

ApplicationSilo

Communications and Services Infrastructure

Front-OfficeApplications ExternalApplications

Data Center

Shrinking Time

Frames

Services and Integrations that Span Silos

Lack of Overall Process Responsibility

Vision



Vision

Separate service access mediation from servicesService access control based on

SecurityQuality-of-service agreements

Routing of service requests

Load distribution across multiple service providers

Logging of service utilization

Performance and SLA measurements



Acknowledge different types of processes• Unmanaged Processes

- Components/services are “hard wired” together to form the actual process- One component’s results become the inputs to the next component

- Proactive monitoring and breakdown recovery is required for high availability• Managed/Orchestrated Processes

- One component coordinates the work of other components and services- Manager can monitor process status- The process of starting the manager is always an unmanaged process!

Vision



Separate processes and presentation• Sometimes you want to make the same process available via

different channels- Avoid duplicating the business rules

• Some of the channels may not be conventional presentations- May provide web-service access

• In such cases, you want to make the process itself into a service- Accessible from a variety of presentation components

Web Browser Interface

Fat client Interface

Cell Phone/PDA Interface

EDI Channel Interface

Web Services Interface

Presentation

Process

Service

Data


Presentation

Business Logic

Data


Vision



Embrace total architecture• SOA and BPM provide many opportunities to organize and

manage the enterpriseThe challenges are organizational as well as technical

Service Operations

Service Access Mediation

Presentation

Process

Service

Data


Presentation

Business Logic

Data







Managed Processes (BPM)

Orchestrated Processes (BPEL)

Hard-Wired Processes

Vision



Energy Australia: Integration with National Energy Markets

IndustryEnergy Utility

ProductsTIBCO iProcess SuiteTIBCO Business Works

TIBCO Adapters (ADB,SAP)

C h a l l e n g e s • Reduce end customer costs

• Manage the complexity of customer participation in deregulated nationalmarkets

• Reduce the number of exceptions• Increase the efficiency of exception handling

B e n e f i t s

• More agile business: IT prepared to participate in a new market in just 4-5

months – ahead of business need!• Process automation ensures that the correct business rules, applicationsand users are involved to fulfill each request

• Fully managed energy transactions, including:• Validation, routing, audit trail, exception handling & management,SLA management



Many of our development processes have becomedegenerate• They assume a single system is being worked on

OrganizationVision

Development QA ProductionRequirements



Governance at work!

The intent of this slide is NOT to show process, but only key project roles and activities

OrganizationVision



3 key leadershiproles needed onevery project

Team Members from All Silos Must Be Included



Lehman Brothers: Broad Process Improvement Initiative

• Increase speed and accuracy of processes• Reduce processing costs

• Improve visibility and manageability of processes

Impacted Processes (partial list):

Mortgage loan origination, including underwritingMortgage loan servicingCapital market trade approvalCapital market trade processing and settlement

BPM-Focused CoE

• Lesson learned: partner with IT!

• Cost avoidance – reduce costs associated with untimely issue resolution.Estimated $600k annual savings.

• Cost avoidance – reduce incremental headcount required to supportvolume growth. $1.5mm savings over two years.

• Faster and leaner trade approval and confirmation process• Process improvements driven by KPI analysis• Increased customer satisfaction through more accurate processing of

loan applications

C h a l l e n g e s

P r o c e s s e s

IndustryFinancial Services

ProductsTIBCO iProcess SuiteTIBCO BusinessWorksTIBCO EMS

....1

B e n

e f i t s

K e y s



The Sponsor Does Not Have Time for Many Projects



So what’s needed in terms of organizational structure?Enterprise Architecture

Has cross project and process viewneeded for solution delivery

Responsible for:Infrastructure architectureSystems architectureData architecture

Operations architecture

BPM CoE / Project OfficeHas the cross-silo view needed forsolution delivery

Manages silo-spanning projects

Director mustHave political cloutBe a mediator who can navigatethe political landscapeBe empowered to make decisionsDirectly liaison with the business

BPM CoE and EA

are both critical groupsin delivering solutions



• Common work consolidated into a BPM and SOA CoE K e y s

QWEST: Flexibility In An Evolving Market

IndustryTelecommunications

ProductsTIBCO iProcess SuiteTIBCO BusinessWorksTIBCO EMS

C h a l l e n g e s •Market pressures require new products and combinations of products(e.g. VoIP, broadband, TV…) to be delivered quickly, in a cost effective

and high quality manner.

•Inefficient order processing can result in a 10x increase in processingcosts

P r o c e s s e s

Order placement and service provisioning for wholesale customersSpecial emphasis on handling:• New product (bundle) introduction• Execution of special pricing deals

B e n e f i t s • Reduced held orders (exception based processes) by 10%

• Reduced cycle time by 20%• Planned 8% reduction in staff



Total Architecture Summary

Keep the business process focus• It is the source of business valueBPM and SOA provide opportunitiesThe major challenges areorganizational

Service Operations

Service Access Mediation

Presentation

Process

Service

Data


Presentation

Business Logic

Data







Managed Processes (BPM)

Orchestrated Processes (BPEL)

Hard-Wired Processes



It’s Not Just TIBCO Customers

BP TrendsReport 2007



Succeeding with SOA• The business and organizational

perspective• For CxOs, managers, architects

Implementing SOA• Creating the total architecture

• For enterprise and project architects, CTOs

TIBCO Accelerated Value Framework (AVF)

For More Information on Total Architecture…

Operate theBusiness

Develop Vision&

ProgramRoadmap

Define &Implement

Organization &Governance

Define &ImplementTechnical

Infrastructure &Standards

AnalyzeProcess &DevelopProject

Roadmap

Design, Build& DeployBusinessProcess

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6



ActiveMatrix available for evaluation download

The Architect-s Planning Guide for SOA and BPM

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