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Contents

Foreword Preface Acknowledgments List of acronyms and abbreviations

page xi xv xix xx

PA RT 1 O V E R V I E W

1

Basics of service orientation 1.1 1.2 1.3 1.4 1.5

2

3

The idea of service orientation Some definitions The overall approach The business question Where to next?

3 3 9 13 19 21

Execution management

22

2.1 2.2 2.3 2.4

Web services in context Execution management The need for SOM Where to next?

22 29 37 41

Business process management

42

3.1 Cultural shifts

42

v

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Contents

3.2 3.3 3.4 3.5

A little history Elements of BPM Toward business as a service Where to next?

44 48 52 56

PA RT 2 B U S I N E S S A R C H I T E C T U R E

4

5

Service-oriented process redesign

59

4.1 4.2 4.3 4.4 4.5 4.6 4.7

59 65 70 72 75 78 81

Gleaning business value 5.1 5.2 5.3 5.4 5.5

6

A stepwise approach Process redesign patterns Identifying services Types of service The line of commoditization Sourcing and usage of services Where to next?

Gleaning early value Starting the redesign effort Service-oriented viewpoints Applying service-oriented viewpoints Where to next?

83 83 85 90 98 102

Achieving business agility

103

6.1 6.2 6.3 6.4 6.5 6.6

103 103 110 114 119 121

Introduction Service policy Business domains Service models Surveying and cataloging assets Where to next?

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PA RT 3 S E R V I C E - O R I E N T E D A R C H I T E C T U R E

7

8

9

10

Service-oriented architecture themes

125

7.1 7.2 7.3 7.4

Basic principles SOA perspectives Integrating execution management Where to next?

125 127 132 136

Service-oriented architecture policy

137

8.1 8.2 8.3 8.4 8.5 8.6 8.7

137 139 142 147 150 153 156

Foundations of SOA policy Business–IT alignment QoS criteria Design policy Sourcing and usage policy Technology policy Where to next?

Service design

157

9.1 9.2 9.3 9.4 9.5

157 159 171 178 184

Agility Service design techniques Interface design techniques Software unit architecture techniques Where to next?

QoS Infrastructure design

185

10.1 10.2 10.3 10.4 10.5 10.6

185 191 196 200 206 208

Preparing for service-oriented management Capacity Availability Security Infrastructure service buses Where to next?

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PA RT 4 S E R V I C E - O R I E N T E D M A N A G E M E N T

11

12

13

The “big picture”

213

11.1 11.2 11.3 11.4 11.5 11.6

213 214 218 220 223 226

A cohesive approach Service execution management Service-level management The role of ITIL Bringing it all together Where to next?

Service-level agreements

228

12.1 12.2 12.3 12.4 12.5

228 229 232 236 243

Managing expectations Terminology Structuring the SLA A step-by-step guide Where to next?

Cultural factors

245

13.1 13.2 13.3 13.4 13.5 13.6

245 246 248 253 260 266

Specification before process The roles of service orientation Catalog of roles Ownership and finance Market pragmatics Where to next?

PA RT 5 CA S E S T U D I E S

14

Queensland Transport: a case study in service orientation

269

14.1 Background 14.2 First steps

269 274

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Part 1 Overview

This first part of the book sets the context for the remainder of the book by explaining the principles of service orientation, as a business phenomenon enabled by developments in technology. Chapter 1 provides a conceptual overview, defines the core terminology and introduces the pivotal idea of service-oriented architecture (SOA). Service orientation presents some massive cultural and technical challenges that cross three areas that have traditionally worked largely in isolation from one another: business process improvement, application development, and software operations. We provide a simple example of how the idea of a service can provide a unifying thread for drawing together these areas, along with some guidance for selling this approach to business management. The remainder of part 1 maps out the foundation technologies required for practical application. Most of these technologies are developing out of previous well-established generations of technology. At the same time, they are based on standards that are complex as well as changing. Rather than attempting the impossible task of reviewing and documenting all of these technologies and standards we provide an essentially abstract primer designed for maximum resilience to the pace of change; a list of useful evolving Internet information sources is provided at the back of the book. For example, our emphasis is on the general idea of a software service, rather than specifically on a Web service, unless of course the context demands it. Chapter 2 surveys the overall technology trends toward on-demand computing and sets Web services in context. We consider the execution management technologies and the gear shifts in service-level management (SLM) that are required in order to realize the promises of service orientation. Chapter 3 parallels chapter 2, in that it considers the business process management (BPM) technologies and the associated gear shifts in business modeling that are required in order to effectively tackle the challenges of service orientation. In particular, we introduce the key concept of service-oriented viewpoints.

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Basics of service orientation

1.1

The idea of service orientation The phrase, “Easy to do business with” has become a major driver for most companies. The idea of service orientation is to provide customer value by contracting others to do what a company has to do just to get by, and by focusing the company’s own resources on what it does best. By subscribing to the commodity functionality provided by service providers who can perform it better, faster, and cheaper an organization can minimize its cost of market participation. This strategy releases energy for an organization to concentrate on its core competencies, thus bringing value to market through what the organization does best, thus making it easy to do business with. By taking a serviceoriented approach, in an increasingly complex and competitive market, products can then be taken to market quickly and business processes conducted in agile response to change through multiple channels. Such is the compelling attraction of service orientation. But “Wait a minute,” we hear top management say, “We might be serving the same customer, but we are a complex organization with multiple business units each with different targets, and supported by different technologies with different capabilities. We’ll let the faster-moving, more profitable business units continue to do their own thing and just outsource the rest without worrying too much about the provider. That way we’ll be service-oriented but we can’t afford an integrated approach.” However there is no free lunch – current practices are simply not going to get them there. The main business driver of service orientation is agility: the speed, costeffectiveness, accuracy, and flexibility required for organizations to prosper. Achieving agility requires a service-oriented architecture (SOA) that aligns technology with business goals, allowing the company to move in new and exciting ways that open up new markets. Very briefly,1 an SOA refers to the software structures and policies that are required to enable the business phenomenon of service orientation. Managing agility requires appropriate processes that connect consumers and providers of services in a 1

A great deal more detail is provided as the book unfolds. SOA is introduced further in this chapter and is the central topic covered in part 3.

3

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cohesive fashion. Above all, service orientation requires effective execution strategies for dealing with inefficient ingrained business processes and the legacy software that holds them together. In this chapter, we introduce the concepts that are necessary to understand the change in mind-set mandated by service orientation.

1.1.1

The economic imperative Increasingly, many of our business leaders see IT as a cost that must be trimmed to the bone. As a result of the ongoing quest to cut costs, more and more organizations are outsourcing large slices of both software development and business operation. This “economic imperative” is most strongly embodied in an article in the May 2003 edition of the Harvard Business Review by Nicholas G. Carr (Carr, 2003), who contends that IT has ceased to provide competitive advantage. He compares the growth of IT through the late twentieth century to the global growth of rail track in the mid-to-late nineteenth century and with the expansion of electric utility generating capacity in the U S in the early part of the twentieth century. Periods of massive growth in these industries followed huge investment but subsequently resulted in falling prices and in commoditization. Carr argues that IT has similarly become a commodity today, and that companies should therefore look to spend much less on it. You may well, like me, see this argument as based on a flawed view of IT as nothing more than a set of bytes that is part of market participation cost – for example, you simply have to use human resources (HR) software to pay your employees; Smith and Fingar (2003a) provide a particularly good counter argument. At the same time, it is important to realize that the overgeneralization implicit in this kind of argument is alive and flourishing today in the minds of many of our business leaders. It is important therefore that CIOs and senior architects equip themselves with clear concepts and good business arguments as they seek to convince their business leaders of the need for better software architectures. One of the most important tasks of CIOs and senior architects is to articulate to the business leaders why Carr’s argument is a danger to the organization’s health. In particular, it is important to explain that while it is true that some aspects of IT are indeed commoditized that does not mean that companies no longer have any IT applications that produce value for them that their competitors cannot easily copy. At the same time, there is an important measure of truth in Carr’s argument that we would be foolish to ignore. There is an economic imperative that is forcing many large organizations to become smaller and more specialized as they focus on what they do best and on what differentiates them from the competition. In turn, this involves outsourcing many of the support functions that have traditionally been managed in-house to third parties who can provide these services more cost-effectively and at higher quality through their own focused competencies. For example, a whole business process may be outsourced to others who are better equipped to deal with it efficiently. Payroll is

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the classic example. Another is the insurance company that chooses to outsource its claims function. In essence, these “treadmill” services simply represent the cost of market participation. Utility work such as call centers, billing, and claims processing is – courtesy of the Internet – following manufacturing jobs by transferring to places such as China, India, and the Philippines and other low-wage countries. These business trends in service orientation are paralleled at the IT level. For example, packaged software, from small components to large-grained enterprise resource planning (ERP) solutions, provides a long-standing example of automated treadmill services. There is also a groundswell of legacy software, from COBOL systems to back-end databases that perform much of the treadmill work. In addition, the running of this software may be outsourced to an application service provider (ASP). The Internet and now the emergence of utility computing (Hughes, Bader, and Corrigan, 2004), which we discuss shortly, is accelerating this trend of focusing on one’s core competencies and letting providers do the rest. The problem that many organizations face today is that because their current software is not organized in a service-oriented way they have lost control of their software. And, in some cases, where economic pressures reach boiling point, it is all too easy to succumb to the “IT Doesn’t Matter” line of argument and outsource all of IT: “Act in haste, repent at leisure” is a maxim that comes to mind. These organizations do not have a clear picture that allows them to make the right decisions on service provision. The SOA is designed to provide that picture.

1.1.2

The competitive imperative If becoming “leaner and meaner” is one side of the service-oriented coin, the need to compete and to attract and keep customers is the other. Customers are growing more service-oriented in that they are demanding much smoother and better experiences from the companies that they choose to do business with. Forward-thinking companies are applying service orientation in using technology innovatively to support the customer experience. For example, it is one thing to integrate existing legacy systems so that their services are exposed consistently across different channels. However, what we are now seeing is the emergence of new multi-channel business processes, in which a business process is supported by a variety of channels along its route from inception to closure. For example, like many others, I now purchase my air tickets by credit card online via my laptop and then use my credit card to complete the transaction at a self-service airport kiosk, which dispenses my tickets and itinerary without the need for me to suffer a long wait at the check-in queue. Amazon.com has evolved into a multi-channel retailer, interacting with customers using Web portals, call centers, email contact centers, and catalogs. Through kiosks

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placed strategically in its various partners’ stores, Amazon.com even has a significant presence in the bricks-and-mortar channel. These kinds of approaches require significant investment in the SOA and the associated technologies required to manage and run it. As a business process changes, so must the services supporting it. Moreover, customers from any channel value visibility. For example, they want to know the status of their order. The Internet has further shaped customer expectations by enabling visibility into the process. However it is the quality of the underlying SOA that determines the success of the process. In addition, those companies that become the most successful in their channels open up further opportunities for themselves. For example, a growing number of organizations including Toys ‘R’ Us, Circuit City, Target, Office Depot, and Nordstrom, are outsourcing their online channel interaction to Amazon.com. In a relatively short period, Amazon.com has built a lucrative new outsourcing business selling goods on behalf of other merchants. Amazon.com collects commissions on those third-party transactions with neither the risks nor the costs of owning inventory. Amazon’s example presents compelling evidence that a service-oriented approach can deliver the strategic advantage that simply breaks apart conventional business models. While Amazon.com is perhaps an extreme example, it is indicative of the overall change that is taking place in the way businesses are organized. In the 1980s, businesses were organized along strict departmental lines. In the 1990s, the emphasis shifted toward end-to-end processes, or value chains, in an effort to streamline and optimize, but still very much within the traditional boundaries of the business. The “noughties” are witnessing a further evolution in the form of federated processes2 fueled by the emergence of the economic and competitive imperatives. This is the world of service orientation in which traditional boundaries quickly disappear and in which new “virtual” boundaries can emerge in response to new opportunities and changes such as mergers and acquisitions (M&As). The economic factors that underlie the movement toward service orientation are extremely compelling in the long run. In most industries, specialization occurs as the industry matures. Those who focus on providing a particular kind of service and learn to do it best end up doing it on behalf of others. By acquiring commodity services at the lowest cost, an organization can focus much more strongly on its core competencies that add most business value. Equally there are competitive factors that underlie the movement toward service orientation in the form of multi-channel processes and the agility to compete in different channels. A company needs the ability to take its core competencies to market in new and innovative ways that beat the competition. The move toward a federated business model involves dealing with the often conflicting drivers of economic stability and competition. On the one hand, companies 2

As we examine in more detail in 1.3.1, a federated process allows largely independent parts to act with the unity of a whole, toward a common purpose, such that the whole is more than the sum of the parts. In contrast, a tightly integrated process, involves highly dependent parts.

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require constructive strategies for dealing with the trend toward commoditization of software services that is fueled by the economic imperative. On the other hand, they need techniques for applying software services to improve the experience of customers and to extend business in competitive fashion. Organizations are improving business processes wherever possible to drive productivity higher and compete more effectively. However, even if isolated parts of business processes are performing well, too often the business process as a whole is not. That is because many processes – with customers, suppliers, providers, partners, and employees – remain largely disjointed, papered together with a myriad of information flows: telephone calls, faxes, spreadsheets, and FedEx packages. Connecting and improving these fragmented processes has taken on a new urgency due to the speed and change of business today toward service orientation.

1.1.3

The legacy jungle Of course, these changes in business process do not happen in a vacuum! Many organizations are faced with hybrid software and hardware environments that have evolved over a number of years. Most of these organizations are not early adopters: there is a need to minimize risk and maximize business return from existing software assets, both internally developed and externally acquired. In many situations, these software systems are acquired from and outsourced to a wide variety of vendors. These external systems need to be interfaced with many internally developed systems. The result is usually a complex patchwork of applications, a “legacy jungle” if you will, that is costly to maintain, inflexible to change, and causes unacceptable development times. At the same time, these systems have stood the test of time: they “do a job.” They may not do it in the most adaptable and efficient manner. They may be a maintenance nightmare. Nevertheless they are tried and tested. There is a comfort factor embodied in the slogan “Better the devil you know.” The fact is that “legacy” is not a bad term, despite the fact that it is often read that way in the context of software. A legacy represents something bequeathed by a predecessor that has a value not commonly apparent. There is an onus on the inheritor to do some work to realize the value. As well as facilitating the trend toward federated processes a service-oriented approach must also support low-risk migration and integration of the legacy software portfolio to achieve ease of maintenance, flexibility, and responsive solution delivery.

1.1.4

The need for balance Cutting a path out of the legacy jungle is a pressing challenge for most IT departments especially in large organizations. Enterprise application integration (EAI) technology can provide some help, but this is limited by the proprietary nature of the products. The introduction of portals that provide customers or users with a consolidated view

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Business Vision of Federated Services

Existing Legacy Jungle

Figure 1.1 Severe churn across the business–IT gap

of business functionality can provide some relief. At the same time, such “integration on the glass” must be seen for what it is: a short-term measure. The danger with such approaches is that a whole new generation of legacy systems is born as portals spring up on a local departmental basis with little heed to adaptability, consistency, or reuse. The vision of federated services (discussed in 1.3.1) is one in which a firm can respond with agility to changes in business scope, as illustrated by the dashed boundaries in figure 1.1. However, the gap between the vision of where the business wants to go and the current state of IT only widens and grows more difficult to address with each layer of technology that is applied to the problem. “Getting anything done round here is just such a hassle,” complain the business users. A single software change request can have multiple knock-on effects resulting in severe “churn” across the business–IT gap, as illustrated in figure 1.1. Only by aligning its supporting software with its business processes in such a way that software can be reused across those processes and then replaced when things change is it possible to reduce churn and provide long-term balance. Design of the SOA is the discipline that organizations must master if they are to achieve this balance, and if they are to win and maintain control of their software portfolio and ensure that it aligns with business needs.

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1.2

Some definitions At this point, we need to take a brief step back and firm up on some definitions.

1.2.1

Services A service is offered by a provider to a consumer through its interface. An interface describes the contract between the provider and the consumer. In other words, it should specify what the provider is obliged to do on behalf of the consumer and what responsibilities the consumer agrees to in using the interface. Everyday life is full of examples of service interfaces. Sometimes these are written down in detail, as in the case of buying a TV and receiving a product booklet and written guarantee. At other times the interface is assumed, as in the case of a car wash (although it is usual to see a brief description of what types of wash are on offer as well as instructions describing what the driver must do to use the car wash). A service is functionality that must be specified in the business context and in terms of the contracts3 between the provider of that functionality and its consumers. Implementation details should not be revealed. The implementation of the service does not have to be automated – it could consist of purely human activity.

The concept of a service is akin to a reusable chunk of a business process that can be mixed and matched with other services.

1.2.2

Business processes The traditional view of a business process is as follows.

A business process is a set of activities that is initiated by an event, transforms information or materials, and produces an output. These sets of activities are either value chains that produce outputs valued by customers or infrastructure processes that produce outputs that are valued by other processes.

3

Whereas functionality is traditionally expressed in terms of procedural steps (if A then do B, then do C until X = Y) , the contracts of a service are expressed nonprocedurally (given input A with K = L then output B with M = N is produced).

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Perhaps the most significant aspect of the role of services is that they start to reshape this view of business processes, taking us toward a more federated business model. A business process is usefully pictured as being composed of re-configurable services.

1.2.3

Software services

A software service is a type of service that is implemented by software and that offers one or more operations (or software functions).

In this sense, a software service becomes a commodity bought, sold, and delivered in a similar manner to any other kind of service – for example, electricity or telecommunications. The consumer of a service is not concerned with implementation detail. The implementation of the service can vary from one supplier to another while still delivering the same service through its interface. At the same time the consuming software, invoking the service, can be implemented using any technology we choose providing it calls the services using the right interface. This situation is illustrated in figure 1.2. The same service, Transfer Funds, is provided by two alternative suppliers, each of which uses different implementations (COBOL on a mainframe, and C++ on a Unix platform). This service may be invoked via three different channels, cell phone, ATM, and PC. The implementation is transparent to the users of the service. The potential for reuse of the same software service in different contexts is readily apparent here. This is especially important when a business wants to move a software service into a new sales channel. Equally, one implementation technology is replaceable with another. The possibility of upgrading to better technologies without disruption is hugely attractive. And from a utility computing perspective, discussed in chapter 2, the possibility of being able to switch implementations according to various criteria (for example cost, level of quality, or user demand), while retaining the same functionality is again hugely attractive.

1.2.4

Web services technology

Web services technology is a set of XML-based industry standards and specifications that specify a communication protocol,4 a definition language,5 and a publish–subscribe registry.6

4 6

5 Web Services Description Language (WSDL). Simple Object Access Protocol (SOAP). Universal Description, Discovery, and Integration (UDDI).

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Basics of service orientation Service Consumer

Service Provider

Service Interface

Transfer Funds

Cobol Mainframe

C++ Unix

Figure 1.2 Multiple consumers and suppliers of the same service

These are the core features of Web services, though there is a proliferation of associated emerging standards required for industrial-strength application. Web services provide a particularly good means of offering software services, in that they provide the enabling technology standards for languages, protocols, and registries. However, it is perfectly conceivable to use other (or alternative) enabling technology standards – who knows what is around the corner in the world of emerging technology standards? There is nothing sacrosanct about Web services. Therefore in this book we use the general term “software service” unless the context demands otherwise. At the same time, because

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Index

accreditation 278, 294–5 Queensland Transport 278, 294 activity 71 adoption strategy 28–9 stages 28 agile development 82, 84 agility 157–8, 188 business benefits 158, 159 definition 186 measuring 157–8 service agility template 158 Ahern, D. 130 Allen, P. 84, 98, 117, 130, 139, 160, 169, 170, 178, 245, 248 AllFusion® Gen 273, 286, 290 Amazon.com 5–6, 28, 98, 274 American Airlines 78 American Hospital Supply (AHS) 78 American Productivity and Quality Centre (APQC) 282, 283, 285 approach to service orientation see culture asset inventory 17, 31, 39, 119, 120–1, 155, 156, 214, 218, 231 Credit Suisse 311–13 Queensland Transport 283–5 asset inventory manager see role catalog asynchronous services see Web services Credit Suisse 313–14 Austin, R. 84 authenticity 202 authority 202 autonomic computing 25 availability 186, 187, 188, 196–200, 201, 202, 220 definition 197–200 QoS specification example 199 availability consistency index 198 backsourcing 23, 80, 151, 152 balanced scorecard 105 Bass, L. 128 Beck, K. 84 Best, J. 23 Biscotti, F. 283 Boeing 55 Brache, A. 42, 54 British Telecom 81

bulk transfer services 314 business activity manager (BAM) 50, 97, 189 business architecture (BA) 16, 52, 60–1, 63, 83, 103 business capacity management (BCM) 191–6 business case (for service orientation) 19–21 elevator question 19–20 water cooler question 20–1 business domain 110 business goal 104, 107, 163–6 analysis 164 business–IT alignment 39, 105, 139–42, 189–90 Queensland Transport 272, 279–82 business–IT alignment table (BIAT) 105, 139, 140–2, 158 example 106, 141–2 QoS 147 sourcing and usage strategy 151 SOV7 140 business–IT convergence 44 business-level agreement (BLA) 18, 40, 168, 233–6, 240 definition 233 example 239–40, 243 SEM 233–5 business model manufacturing paradigm 53–4 production line 43, 54 service orientation 43, 53, 54 business process and goals 104 definition 9 business process architect see role catalog business process choreography 48–9, 85 business process execution language for web services (BPEL4WS) 49, 85 business process frameworks 95–6 business process granularity (see granularity) business process improvement 52–3, 61, 85–6 business process management (BPM) 48–52 agile development 82 cultural factors 42 software (solution tool) 49–50, 52, 84, 85, 109, 115, 166, 189 standards 49 Business Process Management Initiative (BPMI.org) 49

331

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Index

business process modeling techniques 51–2 tools 46, 47, 49, 50 business process modeling languages 44 Business Process Modeling Notation (BPMN) 49, 287 business process orchestration 47, 48 business process redesign 53, 162, 169 business process redesign patterns 60, 65–70 defined 66 service-oriented see service-oriented process redesign pattern specialized patterns 65 business process re-engineering 46, 52–3, 61 business rule 107–9 assigning to services 167–8 mapping template 167, 169 mapping to SOA 166–7 business rule type 108–9 business rules manager (BRM) 50 business semantics 39–40 business service bus (BSB) 183–4, 206 Credit Suisse 306 business types core 162–3 detailing 162 Cambray, D. 221 Capability Maturity Model® Integration (CMMI) 129, 157 capacity 186, 187, 188, 191, 220 QoS specification example 199, 240 capacity indices 193 capacity management 191 Carr, N. 4 Cash, J. 73, 281 Cataloging assets 119–21 CBDi Forum 206, 245 change management 226 channel neutrality 20 charging models 259 Cheesman, J. 160, 178 Chisholm, M. 108 Chrissis, M. 130 Churchill, Winston 26, 40 class responsibility collaborator (CRC) cards 115, 170 commodity services see service types compensators 48 competitive strategy model 281 complex event processing (CEP) 236 component-based development (CBD) 17, 18, 44, 85, 86, 115, 116, 245, 248 component middleware 24 Component Standard 3.1 (C/S 3.1) 290 Computer Associates 25, 286, 290, 296 confidentiality 200, 201 and integrity 200–201 configuration management database (CMDB) 222 consistency 193, 198 consumer definition 13 Coplein, J. 95 Credit Suisse 29, 59, 94, 150 case study 301–25

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culture 245–66 collaborative approach 265 Credit Suisse 323–4 market provisioning approach 264 opportunistic provisioning approach 264 Queensland Transport 297–8 shifts in IT 42–3 shifts in modeling 43–4 strategic provisioning approach 265 strategic usage approach 262 tactical usage approach 263 customer definition 13 role see role catalog role in SLAs 231 Daniels, J. 160, 178 Dell 28, 69 DeMarco, T. 73, 129, 130 dependency existence 160, 161 usage 160–1 Devin, L. 84 dollar 28 domain analysis 110–14 Credit Suisse 305–6 Queensland Transport 283 Dood, J. 178 Dynamic systems development methodology (DSDM) 84, 248, 254 Erl, T. 204 electronic data interchange (EDI) 278, 295 elementary process 71 enterprise application integration (EAI) 7, 24, 46, 50, 52, 85, 87, 208 enterprise resource planning (ERP) 5, 45, 50, 51–2, 61 enhanced Telecom Operations Map (eTom) 95 European Community (EU) 26, 40 execution management 29–30 limits 30 eXtreme programming (xP) 84 federated processes 6, 7, 10, 14, 18, 42 fixed services see service types focal points 69–70, 77, 114 and service types 77 in process redesign 98, 101 Fingar, P. 4, 105 Ford, H. 93 Foreman, J. 110 Fulton, R. 283 funding models 256–9 Gamma, E. 149 gap analysis 80, 152 Garlan, D. 128 Gartner Group 272 generic services see service types Gilb, T. 139 Global Grid Forum (GGF) 26 governance 21, 53

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Grand Central 27, 29 granularity of business process 71 of service 71–2 governance 21 grid computing 25–6 Haekel, D. 55 Hammer, M. 46 Harmon, P. 60, 65, 66, 71, 85, 92, 96 Higgins, S. 269, 299 Hodgkiss, G. 221 Hughes, J. 5 IBM 25, 47 Information Technology Infrastructure Library (ITIL) 38, 120, 190–1, 192, 197, 220–2, 224, 232, 233, 245, 248, 296 framework diagram 222 infrastructure service bus (ISB) 183, 206–8 Credit Suisse 313–14 insourcing 67, 80, 151–2 integrated processes 6, 14 integrity 200, 201 and confidentiality 200–1 interface 61, 116 definition 161 interface dependency 175–6 interface design 171–8 interface type model 177 IT Service Management Forum (itSMF) 221 J.D. Edwards 45 JISC infoNet 95 Kalakota, R. 69, 77 Kaplan, J. 23, 152 Kaplan, R. 105 Kaye, D. 12, 150, 195, 206 key performance indicator (KPI) 105 Kiepuszewski, B. 52 legacy advisor see role catalog legacy software 4, 5, 7–8, 14, 18, 43, 87, 120 and sourcing strategy 79 Credit Suisse 306–7, 321 migration from 89 Queensland Transport 283 recasting 60 Liberty Alliance 27, 205, 206, 207 line of commoditization 75–8, 79, 112, 260 Credit Suisse 310 Lister, T. 73, 129, 130 Longworth, D. 291 Luckham, D. 236 Lycett, M. 93 loose coupling 24–5 business processes 48, 49 definition 12 Macfarlane, I. 191, 192, 233 maintainability 197

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managed evolution 29 Credit Suisse 303–4, 310 management of Web services (MOWS) 31 management using Web services (MUWS) 31 manufacturing paradigm see business model market pragmatics 260–6 McFarlan, W. 73, 281 McFarlan Grid 73 Queensland Transport 281–2 McKenney, J. 73, 281 McRae, P. 269, 299 message-oriented middleware (MOM) 46, 208 MetaGroup 285 Meyer, B. 178 Microsoft 25, 47 model-based approach 39 Model Driven Architecture (MDA) 272–4 Morgan, T. 108 Murer, S. 304, 325 National Technology Grid 26 Natis, Y. 272 networked enterprise 39 .Net Passport 205, 206 nonfunctional requirements 143, 185, 228 nonrepudiation 202 Norton, D. 105 Object Management Group (OMG) 161, 286 Office of Government Commerce (OGC) 221 on-demand computing 25, 134–6, 188 Open Grid Services Architecture (OGSA) 26 operation definition 161 operation-invocation 149–50 asynchronous 150 bulk transfer 150 synchronous 150 operational-level agreement (OLA) 232 operations management 132 Oracle 45 Orbitz 28 Organization for the Advancement of Structured Information Standards (OASIS) 27, 31, 49, 205 O’Rourke, C. 128 outsourcing 4, 23–4, 43, 67, 79, 151 Overton, C. 242 ownership 253–5 Penker, M. 108, 164 Peoplesoft 45 Polan, M. 257 portals 7–8 and Web services 28 Porter, M. 54, 281 Preito-Diaz, R. 110 process engine 49 provider definition 13 role see role catalog role in SLAs 231 provider management 20 provisioning 257

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Index

quality of service (QoS) 30 Credit Suisse 322–3 criteria 142–7 criteria dimensions 144: business criticality 147; role 144–5; service type 145–7; temporal 147 layering 143–4 levels policy 230 requirements 189, 224, 230 SEM 34–5, 147 SLA 143 SOA 143, 144 types 138–9, 186–7 Queensland Transport (QT) 36, 59, 73, 94, 256 case study 269–300 Real Time Enterprise 37–8 Remy, D. 202, 204 replaceability 20 resilience 197 resource capacity management (RCM) 192 re-sourcing 80, 152 responsibility 246–8 responsibility, authority, expertise and work (RAEW) analysis 95 responsiveness 192 example 194 responsiveness consistency index 193–4 reusability 20 risk 73, 80 risk management 128–32 SLAs 228 traditional versus SOA approaches 131 roadmap 127, 138, 160, 215 Robertson, B. 285 Robinson, M. 69, 77 role catalog 248–50 asset inventory manager 258 business process architect 250 customer 254 legacy advisor 252 provider 257 service architect 251 service execution manager 258 service funding and charging manager 254 service infrastructure architect 252 service-level manager 256 sourcing and usage manager 253 supplier 257 user 255 roles 246–8 Queensland Transport 298 Rosenberg, J. 202, 204 Ross, R. 108 Rudd, C. 191, 192, 233 Rummler, G. 42, 54 SABRE 78 Salesforce.com 27, 94 SAP 45 scalability 192 Schlamann, H. 150, 155, 301 Schulte, R. 272

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Schwaber, K. 84 Scrum 84 security 187, 188, 200–6, 220 QoS specification example 204 Security Assertion Markup Language (SAML) 205 Sedighi, A. 36 service definition 9 identifying 70–2, 114–16 policy 103–10 versus software service 260 service architect see role catalog service availability design 198 service availability template 198 example service bus 159, 180 definition 161 service bus dependency diagram example 181, 183 service capacity design 194–6 service capacity management (SCM) 191 service capacity template 194 example service dependency 170–1 service dependency model 170, 171 example 119, 165, 173, 178, 289, 290, 291, 306 service description 168–70 example 171, 190, 238 service design 159–71 service execution management (SEM) 17, 30–1, 52, 133, 135, 214 Credit Suisse 318–19 ITIL 224 lifecycle 215–17 Queensland Transport 296 SLAs 35–6, 134 SLM 225–6 SOA 31–4 tool 220 utility computing 36 service execution manager see role catalog service funding and charging manager see role catalog service information model 161–3 example 118, 163, 164, 166, 172, 176, 177 mapping services 163 service granularity see granularity service infrastructure architect see role catalog service-level agreement (SLA) 16, 37–8, 67, 168, 233–6, 240 customer role 231 definition 5, 12 example 239–40, 241 insourcing 80 layering 233 market context 261: customer-driven 261–2; provider-driven 263; collaborative 266 outsourcing 79 process pattern 237–8 provider role 231 Queensland Transport 272, 295 roles 248

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Index

SEM 35–6, 133, 134, 135, 218, 220 SLM 226 SOA QoS policy 233 SOM 219 Template 234 service-level management (SLM) 16, 17, 133, 218–19, 224–6 Credit Suisse 318 ITIL 223 roles 248 traditional approaches 218 service level manager see role catalog service model 114–19 service-oriented architecture (SOA) 3, 5, 6, 8, 16, 18, 29, 30, 44 approach 126 asset inventory 120 business context 82 business–IT gap 43–4, 52, 61–2 business rules 167 Credit Suisse 302–3 design guidelines 147–9, 150 design patterns 149 design policy 147–50 design rules 147–8 domain analysis 111 elements 125–6 enterprise 126, 160 ITIL 224 legacy software 60 policy 137–9 principles 125 project 126, 160 provider and consumer viewpoints 127 risk 129–30 QoS 34–5, 143 Queensland Transport 272–4, 278, 287–91 SEM 31–4, 216–17 SLA 229 SLM 225–6 SOM 132 technology infrastructure 185–6 technology policy 153–6 service-oriented management (SOM) 37, 133, 213–14 asset inventory 120 Credit Suisse 318–19 process 38–9 Queensland Transport 291–6 SOA 132, 214 service-oriented process redesign 59–82, 120 example 86–9 Queensland Transport 278, 287 service-oriented process redesign pattern 65–7, 161 approach 68–9 context 67 definition 67 scoping 69–70 service-oriented viewpoints (SOV7) 54–6, 86, 90–9, 116 and identifying services 70 and service-oriented process redesign pattern 68 applying 98–101

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Credit Suisse 305 Queensland Transport 272, 279, 280, 283 questions 92 service realization layer 49 service security design 206 service security template 202–3 example service specification 16 service types 72–5 commodity 6, 72, 74, 81, 94, 95, 114, 129, 146, 153, 175, 182, 192, 305 domains 111–12 fixed 75 generic 75 specific 75 territory 73, 74, 76, 80, 81, 94, 95, 114, 146–7, 153, 182, 311 value-add 73, 74, 80, 81, 93, 96, 114, 129, 145–6, 153, 175, 182 variable 75 service variation 74–5 Shaw, M. 128 Six Sigma 105 Smith, G. 299 Smith, H. 4, 105 software anarchy 188 software service 70 as unifying thread 61, 63 definition 10 organizing 76–7 SEM 220 specifying 176–8 versus service 260 software unit 154–5 definition 161 software unit architecture definition 161 example 180 Queensland Transport 290 techniques 178–84 software unit description 181 sourcing and usage manager see role catalog sourcing and usage strategy 67, 78–81, 109–10, 150–3 Queensland Transport 285–6 sourcing policy 151–2 usage policy 152–3 specification of service (SoS) 224, 229–31 meta model 230 specific services see service types Sprott, D. 27 Sribar, V. 285 standard deviation 194 Staples 69 Stapleton, J. 84, 248, 254, 255 storage capacity 192 sub-domains table 113 Summergreene, P. 300 Sun Microsystems 25 supplier definition 13 role see role catalog Supply Chain Council 95

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Index

Supply Chain Operations Reference (SCOR) 95 swim-lane diagram 46–7, 49, 84, 86, 96 synchronous services see Web services Credit Suisse 313, 314 target 104, 163–6 Taylor, D. 44 TeleManagement Forum 95 territory services see service types throughput 192 Toyota 55, 69 traceability 39, 189 traditional IT architecture 128 Treacy, M. 65–70, 77 treadmill services 5 underpinning contract 232 Unicenter® Web Services Distribution Management (WSDM) 296 Unified Modeling Language (UML) 131, 161, 179, 287 Use case modeling 170 user definition 13 role see role catalog using services 80–1 utility computing 5, 10, 25–6, 44 and optimization 97 and SEM 36 value-add services see service types value chain analysis 53 value discipline model 279–81 variability 193, 198 variable services see service types Veryard, R. 16, 21, 226 virtual service networks 26–7

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Web services 24–5, 89 asynchronous 25, 30, 103, 181 BLAs 236 capacity 192, 193 definition 10 grid computing 26 portals 28 Queensland Transport 272, 295 security 201–2 standards 27–8, 44, 47, 89, 90 synchronous 25, 30, 103, 181 Web services business process execution language (WSBPEL) 49 Web services choreography description language (WS-CDL) 49 Web Services Distribution Management (WSDM) 207 Queensland Transport 296 Technical Committee (TC) 31 Web Services Interoperability Association (WS-I) 27 Welsh, T. 27, 34 Wiersema, F. 77, 279 Wilkes, L. 183, 206, 207, 245 Wilkinson, N. 115, 170 Williams, S. 312 Worldwide Web Consortium (W3C) 27 workflow 44–5, 46, 47, 50, 51–2, 61 XML appliances 154 process language 85 process language pattern 65 vocabularies 40 Zachman, J. 128 Zachman Framework 128

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