soa and bpm – architecturalvie€¦ · soa and bpm – architecturalview ... service-oriented...
TRANSCRIPT
© 2006 Mermit Business Applications / Confidential
SOA and BPM –
Architectural viewM.Sc Jari Kekkonen
Mermit Business Applications [email protected]
© 2006 Mermit Business Applications / Confidential
1
Agenda
• Drivers for Business Systems
• SOA and BPM
• Landscape of Standards
• SOA Principles and Patterns
• Discussion
© 2006 Mermit Business Applications / Confidential
2
Mermit in Brief• Independent Finnish software and consulting company founded
in 1999
• We offer enterprise solutions and B2B/B2C applications. Along
with the software business we provide high-class information
technology integration projects and outsourcing services.
• 30+ highly educated and certified professionals (M.Sc / HUT)
• 100 % owned by its management and staff
• 70% organic revenue growth in 2005
”Business goes to information processes and services"
© 2006 Mermit Business Applications / Confidential
3
Mermit in Brief
© 2006 Mermit Business Applications / Confidential
4
© 2006 Mermit Business Applications / Confidential
5
Drivers for Business Systems (1/3)
• Industry boundaries are bluring.• ”OKO Bank acquires majority of Pohjola Insurance”
• “The insurance group Tapiola entered the banking industry on
Monday.”
• Companies are focusing on core business and
outsourcing many support functions.• “Elisa said that it would outsource some of its subscription handling
and invoicing operations.”
• “Stora Enso plans to outsource between 600 and 700 jobs at its
mills in Finland, including its cleaners and security guards.”
© 2006 Mermit Business Applications / Confidential
6
Drivers for Business Systems (2/3)• Business goes to information services and processes• “The Delta Nervous System processes 5 million business events each day, dealing with gate, fuel, food, and customer data. The ability to share this information with our employees and customers in real time, and to automate how we share it, has allowed us totransform our business, improve customer service, and reduce costs.” (Delta Airlines)
• "Close integration of manufacturers, service providers, operators and sales channels will enable us to decrease costs in the telecom industry and, at the same time, increase value by enabling business transformation through collaboration and the e-business support for new emerging business models“ (Nokia)
• “E-banking is one of the fastest growing as well as technically innovative groups at Nordea. Simultaneously, e-banking lowered expenses and further increased productivity.” (Nordea)
© 2006 Mermit Business Applications / Confidential
7
Drivers for Business Systems (3/3)
• Regulations, compliance and governance
requirements
• Basel II, HIPAA, Sarbanes-Oxley (SOX)
• Corporate governance
• B2B compliance and monitoring (e.g. RosettaNet)
• Auditing
• Data protection
• Digital rights management
© 2006 Mermit Business Applications / Confidential
8
Outcome
• Electronic business and service channels have
become vital in a global competition where.
• Flexible and integrated enterprise information
systems have become the foundation of market
leading enterprises.
• Requirements set by public authorities for business
compliance assurance and business process
governance are here to stay.
© 2006 Mermit Business Applications / Confidential
9
© 2006 Mermit Business Applications / Confidential
10
Traditional Gap Between Business and IT
Development
Specification
IT
infrastructure
Business
infrastructure
Design Development Deployment
As-Is
Analysis
To-Be
DesignGAP
Six Sigma, Business Process
Reengineering (BPR), IDS ARIS
UML, Object-oriented
development, RUP, XP
© 2006 Mermit Business Applications / Confidential
11
Service discovery, description and interaction
Process management group Business division / unitBusiness division / unit
SOA and BPM – Building blocks
ERP
WS
J2EEPDM.NET
WS
CICS
WS WS WS WS
implements
implementsdepends on
is derived from
depends on
is derived from
• Manages core business processes
• Is responsible for choreographies
Core business processes /
Choreographies”Private” process model Abstract orchestration /
Skeleton private process
Canonized business services
Integration and transformation
logic and processes (EAI)
Core applications
Executable orchestration
© 2006 Mermit Business Applications / Confidential
12
Service discovery, description and interaction
Process management group Business division / unitBusiness division / unit
SOA and BPM – Building blocks
ERP
WS
J2EEPDM.NET
WS
CICS
WS WS WS WS
implements
implementsdepends on
is derived from
depends on
is derived from
• Manages core business processes
• Is responsible for choreographies
Core business processes /
Choreographies”Private” process model Abstract orchestration /
Skeleton private process
Canonized business services
Integration and transformation
logic and processes (EAI)
Core applications
Executable orchestrationService-Oriented
Architecture
(SOA)
Service-Oriented
Architecture
(SOA)
Business Process Management
(BPM)
© 2006 Mermit Business Applications / Confidential
13
SOA and BPM manifesto
• Service-oriented architecture (SOA)
• Business applications are leveraged, integrated and
exposed as context independent composable
services.
• Business process logic is extracted from core
business applications and logic.
• Integration architecture is based on open
standards-based component technologies and
interfaces.
© 2006 Mermit Business Applications / Confidential
14
SOA and BPM manifesto
• Business process management (BPM)
• Business processes are made explicit and visible.
• Business process owners are identified.
• Business processes are discovered, designed,
integrated, deployed and optimized in evolutionary
manner.
• Business process models are managed in a digital
format that can be shared with IT professionals and
made executable straightforwardly.
© 2006 Mermit Business Applications / Confidential
15
Public process coordination group Business partyBusiness party
SOA and BPM – Building blocksBusines-to-Business (B2B) space
ERP
WS
J2EEPDM.NET
WS
CICS
WS WS WS WS
implements
implementsdepends on
is derived from
depends on
is derived from
Choreographies /
”Public” process definitions”Private” process model Abstract orchestration /
Skeleton private process
Canonized business services
Integration and transformation
logic and processes (EAI)
Core applications
Executable orchestration
• Manages public processes
• Is responsible for choreographies
© 2006 Mermit Business Applications / Confidential
16
Public process coordination group Business unit / partyBusiness unit / party
Landscape of Standards
ERP
WS
J2EEPDM.NET
WS
CICS
WS WS WS WS
implements
implementsdepends on
is derived from
depends on
is derived from
BPMN, BPDM, UML, MDA,
WS-CDL, WS-Coordination,
RosettaNet, ebXML
BPMN, BPDM, UML, MDA BPEL (abstract), BPDM
WSDL, SOAP, UDDI,
WS-Addressing, WS-Policy,
WS-Security, WS-Reliability,
WS-Transaction
XSLT, XPath, XQuery, XML Schema
JMS, JCA, JBI, SDO, SDA, etc.
BPEL, BPML, XPDL
• Manages public processes
• Is responsible for choreographies
© 2006 Mermit Business Applications / Confidential
17
Landscape of Standards
• BPMN
• BPEL
• WS-CDL
• BPDM
• Web services standards
© 2006 Mermit Business Applications / Confidential
18
Landscape of StandardsBPMN (Business Process Modeling Notation)
• A widely adopted graphical notation standard for
modelling business processes.
• Initially developed by BPMI.org (www.bpmi.org)
that formerly merged with OMG
• Home page for BPMN: http://www.bpmn.org
© 2006 Mermit Business Applications / Confidential
19
Landscape of StandardsBPMN example
From: http://www.bpmn.org/Documents/Mapping%20BPMN%20to%20BPEL%20Example.pdf
© 2006 Mermit Business Applications / Confidential
20
Landscape of StandardsBPEL (Business Process Execution Language for Web Services)
• An XML-based orchestration language for Web services specified
by OASIS.
• Current accepted version is 1.1. Version 2.0 in draft phase.
• Roots in IBM’s WSFL and Microsoft’s XLANG.
• Issues (v1.1)
• Distributed transactions
• Data transformations
• Choreographies
• Home page for BPEL: http://www.oasis-
open.org/committees/tc_home.php?wg_abbrev=wsbpel
© 2006 Mermit Business Applications / Confidential
21
Landscape of StandardsWS-CDL (Web Services Choreography Definition Language)
• Choreography definition language specified by W3C.
• Represents a shared public process between process
participants, specifying observable message exchange,
completion criteria and compensation policies.
• A choreography definition is a shared business agreement or
business protocol between multiple process participants.
• Specifies publicly observable behavior of its participants by
defining roles and possible interactions – message exchange
patterns – for them.
• Choreography should represent all essential events in the target
business process.
• Home page for WS-CDL: http://www.w3.org/2002/ws/chor/
© 2006 Mermit Business Applications / Confidential
22
MDA
Landscape of StandardsBPDM (Business Process Definition Metamodel)
• A metamodel that specifies business process constructs
and relationships in a language and technology
independent way.
• BPDM will be the profile of UML.
• Driven by OMG (EDS, IBM). Currently in draft phase.
UML 2.0 BPMN Other…
Business Process Definition Metamodel
Information Process Resource
J2EE BPEL Other…
PIM
PSM
CIM
© 2006 Mermit Business Applications / Confidential
23
Landscape of StandardsSome essential Web services standards
• WSDL, UDDI, SOAP
• WS-Addressing
• WS-Policy
• WS-Reliability
• WS-Security
• WS-Transaction
WS
J2EEPDM.NET
WS
CICS
WS
© 2006 Mermit Business Applications / Confidential
24
Landscape of StandardsIndustry-related standards
• RosettaNet
• SWIFT
• TeleManagement Forum’s eTOM
• HL7
Public process coordination group Business partyBusiness party
© 2006 Mermit Business Applications / Confidential
25
SOA principles• Service context-independence – Services do not depend on the usage
context they are used.
• Service contract – Services adhere to a communications agreement, as defined collectively by one or more service description documents.
• Service loose coupling – Services maintain a relationship that minimizes dependencies and only requires that they maintain an awareness of each other.
• Service abstraction – Beyond what is described in the service contract, services hide logic from the outside world.
• Service composability – Collections of services can be coordinated and assembled to form composite services.
• Service autonomy – Services have control over the logic they encapsulate.
• Service statelessness – Services minimize retaining information specific to an activity.
• Service discoverability – Services are designed to be outwardly descriptive so that they can be found and assessed via availablediscovery mechanisms.
© 2006 Mermit Business Applications / Confidential
26
User interface development in SOA
UI
WS
J2EEPDM.NET
WS
CICS
WS
Enterprise Portal
UI
UI
Portlet WSRP PortletAjax app.
© 2006 Mermit Business Applications / Confidential
27
Impacts on IT professionals
• The role of IT as a company’s support function is at
the end of the road.
• IT departments will be evolved to process
management organizations that contains both IT
professionals and process analysts.
• Software and integration architects/developers need
to be trained on process and systems thinking.
© 2006 Mermit Business Applications / Confidential
28
© 2006 Mermit Business Applications / Confidential
29
Thank you!
• Contact information: [email protected]
• More information about SOA and BPM in new Mermit
magazine 1/2006 (http://www.mermit.fi).
• Notice! A special course in SOA/BPM will be arranged
at SoberIT/HUT in Fall 2006:
http://www.soberit.hut.fi/T-86/T-86.5161