Building the Agile Enterprise (eBook)

With SOA, BPM and MBM

Fred A. Cummins (Autor)

eBook Download: EPUB

2010 | 1. Auflage
336 Seiten
Elsevier Science (Verlag)
978-0-08-056008-3 (ISBN)

Infos

In the last ten years IT has brought fundamental changes to the way the world works. Not only has it increased the speed of operations and communications, but it has also undermined basic assumptions of traditional business models and increased the number of variables. Today, the survival of major corporations is challenged by a world-wide marketplace, international operations, outsourcing, global communities, a changing workforce, security threats, business continuity, web visibility, and customer expectations. Enterprises must constantly adapt or they will be unable to compete.

Fred Cummins, an EDS Fellow, presents IT as a key enabler of the agile enterprise. He demonstrates how the convergence of key technologies-including SOA, BPM and emerging enterprise and data models-can be harnessed to transform the enterprise. Cummins mines his 25 years experience to provide IT leaders, as well as enterprise architects and management consultants, with the critical information, skills, and insights they need to partner with management and redesign the enterprise for continuous change. No other book puts IT at the center of this transformation, nor integrates these technologies for this purpose.

• Shows how to integrate and deploy critical technologies to foster agility
• Details how to design an enterprise architecture that takes full advantage of SOA, BPM, business rules, enterprise information management, business models, and governance
• Outlines IT's critical mission in providing an integration infrastructure and key services, while optimizing technology adoption throughout the enterprise
• Illustrates concepts with examples and cases from large and small commercial enterprises
• Shows how to create systems that recognize and respond to the need for change
• Identifies the unique security issues that arise with SOA and shows how to deploy a framework of technologies and processes that address them

Inhalt

Front Cover 1
Building the Agile Enterprise with SOA, BPM and MBM 4
Copyright 5
Contents 6
Acknowledgments 14
Foreword 16
Preface 20
Target Audience 20
Book Organization 21
The Agile Enterprise (Chapter 1) 21
Service-Oriented Architecture (Chapter 2) 21
Business Process Management (Chapter 3) 21
Business Rules (Chapter 4) 21
Enterprise Information Management (Chapter 5) 21
SOA Security (Chapter 6) 22
The Agile Organization Structure (Chapter 7) 22
Event-Driven Agility (Chapter 8) 22
Agile Governance (Chapter 9) 22
Model-Based Management (MBM) (Chapter 10) 23
The Vision 23
Chapter 1: The Agile Enterprise 26
When Agility Pays Off 28
Consolidations 28
New Product or Line of Business 30
Outsourcing 30
Government Regulation 31
Governance 32
Technology Modernization 33
How We Got Here 34
Task Automation 34
Enterprise Application Integration 36
The Internet 36
Web services and SOA 37
A New Way of Thinking 39
Service 41
Service Units 42
Service-Oriented Enterprises 42
Agile Enterprise 42
Process-Driven Services 43
Model-Based Management 43
Value Chain 43
Disruptive Event 44
Governance 44
Information Technology Management 44
SOA Maturity Model 44
Maturity Levels 46
Business Dimensions 48
Technology Dimensions 49
Critical Success Factors on the Journey to Agility 50
Governance for Enterprise Optimization and Control 50
Enterprise Models 51
Technical Infrastructure 51
Service-Based Management 51
Chapter 2: Service-Oriented Architecture 52
Business Services 53
Service Units 54
SOA for the Enterprise 57
Service Unit Template 57
Service Ownership 60
Service Groups 61
Services in a Value Chain 62
Service Unit Management 65
Management Controls 65
Service Implementation Management 67
SOA Electronic Infrastructure 68
Reliable Messaging 69
Security 69
Message Transformation 70
Registry Services 71
Business Process Management System 71
Portal Support 72
Service Performance Monitoring 72
Billing for Services 73
Defining Service Units 73
Service-Oriented Analysis 74
Service Unit Specifications 82
Outsourcing 84
Role of Industry Frameworks 86
Robust Value Chain Analysis 90
Dependency Network 90
Abstract Activities 92
Hierarchy of Value Chains 93
Enterprise Transformation Perspectives 94
Business Perspective 94
Information Systems Transformations 96
Chapter 3: Business Process Management 100
Business Process Concepts 102
Process Context 103
Roles 104
Collaboration 105
Organizational Context 107
Process Modeling 107
Modeling Languages 108
Process Modeling Notation 109
Design Objectives 115
Operating Modes 117
Workflow 117
Case Management 117
Job-Shop Mode 117
Production-Line Mode 118
Relay Mode 118
Rule-Driven Mode 119
Development Projects 119
Product Configuration 120
Processes in SOA 121
Process-Driven Services 121
Multiple Services of a Service Unit 123
Loose Coupling 124
Transfer of Value 126
Security 127
Choreography 127
Sequence of Exchange 128
Complementary Internal Process 129
Extended Choreography 130
Chapter 4: Business Rules 134
Types of Rules 134
Regulations 135
Enterprise Rules 136
Production Rules 138
Diagnostic Rules 141
Event Rules 143
Qualification Rules 144
Data Integrity Rules 145
Implications of SOA 145
Regulations and Enterprise Rules 145
Production and Diagnostic Rules 146
Event Rules 147
Qualification Rules 147
Data Integrity Rules 148
Rules Management 149
Chapter 5: Enterprise Information Management 152
Information Management Issues 152
Consistent Data Representation 153
Multiple Links Between Service Units 154
Cross-Enterprise Views 155
Distributed Databases 155
Shared Knowledge 156
Business Models 156
Logical Data Model 157
Metadata 157
Enterprise Logical Data Model 158
Data Modeling 160
Semantics 162
Data Exchange 162
Business Intelligence Services 165
Operational Data Stores 165
Enterprise Information Integration 167
Business Activity Monitoring 167
Data Warehouses 168
Business Metadata 168
Master Data Management 169
Primary Source 170
Data Hiding 171
Service Unit Granularity 172
Life-Cycle-Based Ownership 173
Outsourced Services 175
Knowledge Management 176
Expertise of People 176
Unstructured Documents 177
Chapter 6: SOA Security 180
Encryption and Signatures 182
Public Key Encryption 183
Electronic Signatures 184
Accountability and Nonrepudiation 186
Electronic Documents as Evidence 186
Compound Documents 187
Preservation of Authenticity 188
Identification and Authentication 189
Digital Certificates 190
Two-Way Authentication 192
Single Sign-On 193
Authorization 193
Role-Based Access Control, Extended 195
Definitions of Roles 198
Role Authorization Requirements 199
Runtime Authorization 201
XACML Policies 202
Access Control Administration 204
Federation of Trust Domains 205
Perimeter security 208
Vulnerability Scanning and Intrusion Detection 208
Monitoring, Logging, Alerts, and Audits 209
Chapter 7: The Agile Organization Structure 212
Design Principles 214
Centralization for Enterprise Optimization 214
Management Hierarchy 214
Service Units as Building Blocks 215
Service Unit Autonomy 215
Accountability 216
Collaborative Relationships 217
Service Unit Types 217
Line-of-business Service Units 218
Production Value Chain Service Units 219
Support Service Units 219
Product Development Service Units 220
Master Data Service Units 221
Work Management Service Units 222
Transformation Service Units 222
Portal Service Units 224
Executive Staff Service Units 224
Hierarchy Design Factors 224
Aggregation Factors 225
Separation Factors 227
Organization Modeling 229
Organizational Transformation 230
Chapter 8: Event-Driven Agility 232
Event Resolution Business Framework 234
Service Unit Manager 235
Line-of-Business Manager 238
Executive Staff 239
Origins of Events 240
Business Environment Events 240
Operational Events 243
Innovation Events 244
Enterprise Change Events 244
Identification of Events of Interest 244
Relevant Events 245
Risk Threshold 245
Sources of Event Notices 246
External Events 246
Internal Events 246
Complex Event Processing 247
Look-Back 248
Verification and Consolidation of Event Notices 249
Event Notification Infrastructure 250
Surrogate Publishers 250
Publish-and-Subscribe Facility 251
Event Resolution Processes 253
Chapter 9: Agile Governance 256
Benefits 257
Adaptation to New Business Pursuits 257
Improved Response to Change 257
Continuous Strategic Planning 257
Enterprise Intelligence 258
Empowerment 258
Accountability 258
Regulatory Compliance 258
Risk Management 258
Economies of Scale 258
Disciplined Enterprise Design 258
Orderly, Incremental Transformation 259
Optimization of Performance 259
Optimization of Information Technology 259
Agile Governance Framework 259
Strategic Planning 261
Conventional Strategic Planning 261
Adaptations for the Agile Enterprise 264
Enterprise Intelligence 268
Data 269
Information 269
Knowledge 270
Wisdom 271
Business Architecture 272
Current Architecture 273
Strategic Architecture 274
Gap Analysis 274
Transformation Priorities 275
Next-Generation Architecture 275
Service Unit and Organization Design 276
Role Authorization Specifications 276
Enterprise Rules and Assignments 277
Transformation Oversight 277
Performance Assessment 277
Service Unit Improvements 277
Risk Mitigation 278
Future Value Network 278
Audit and Risk Assessment 279
Enterprise Transformation 280
Standards and Technology 282
Information Technology Service Units 284
Executive Staff Support 284
Service Unit Automation 285
Infrastructure Management 285
Finance and Accounting Service Units 286
Purchasing Service Units 288
Human Resource Management Service Units 289
Service Unit Autonomy 289
Continuous Change 290
Incentives 290
Value Network Services 291
Chapter 10: Model-Based Management 294
Business-Modeling Viewpoints 296
Management Dashboards 297
Service Unit Performance 297
Service Unit Specifications 297
Organization Structure 298
Role-Based Access Control 298
Enterprise Logical Data Model 298
Business Rules and Regulations 299
Strategic Planning 299
Electronic Documents 299
Business Processes 299
Choreographies 300
Service Unit Cost Models 301
Value Chains 301
Disruptive Event Notices 302
Applications Portfolio 302
Business Dynamics 302
Modeling Technology Standards 303
Enhanced Modeling Capabilities 306
Simulation 306
Multiple Vocabularies 307
Semantics 307
Tactical Solutions 308
References 312
Glossary 314
Index 322

Textauszug

Preface

Enterprise management is at the dawn of a new era. Information technology has created global markets; changed enterprise relationships with employees, customers, and business partners; and accelerated the pace of change. These forces, along with service-oriented architecture (SOA), business process management (BPM), and model-based management (MBM), change the way enterprises will be organized and managed in the future.

We in the IT industry are focused on applying the technology. We can reduce the costs of development and maintenance, we can improve the performance and quality of systems, and we can provide better information about the operation of the enterprise. We can make it easier to change the information systems to meet new business requirements. However, these improvements have only a fraction of the potential value that can be realized by changing the design of the enterprise to exploit the full potential of information technology.

The need for change is driving widespread interest in SOA, BPM, and MBM. SOA provides a flexible business structure; BPM streamlines and adapts how work is done, and MBM provides models to support the management of complexity and optimize enterprise operations and agility. The business benefits of these disciplines can far exceed IT benefits from the associated technologies. Realization of these benefits requires transformation of the enterprise. Enterprises that fully exploit this paradigm shift are identified as agile. They continually improve the speed, cost, and quality of operations, and they rapidly respond to new business opportunities.

Target Audience

Within the enterprise, the chief information officer (CIO) is positioned to lead the transformation. The CIO has a broad view of enterprise operations, responsibility for the enabling technology, a supporting role in the implementation of business improvements, and a staff with skills in systems analysis and design as well as knowledge of current information systems.

This book provides a vision of the future for IT leaders—CIOs, chief technology officers (CTOs), enterprise architects, and management consultants. They must bring to top management the insights, skills, and resources to accomplish enterprise transformation. The next wave of changes cannot simply be driven by incremental automation and integration of computer applications; it requires redesign and reorganization of business functions, driven from the top down. Supporting technology exists and can be improved with an understanding of the requirements. The challenge is to gain top management commitment and support, to establish the necessary governance and infrastructure, and to define a roadmap for achieving a strategic transformation.

Book Organization

These concepts and more are developed throughout the rest of this book. Each chapter describes a major aspect of the agile enterprise from a business perspective. The goal is to equip IT leaders to understand and communicate the business impact of the agile enterprise as well as the business requirements that must be supported with information technology. The chapters are summarized in the following subsections.

The Agile Enterprise (Chapter 1)

Chapter 1 outlines basic concepts along with the challenges and objectives addressed by the agile enterprise. The SOA Maturity Model provides the foundation for development of an enterprise transformation roadmap.

Service-Oriented Architecture (Chapter 2)

SOA defines discrete capabilities as sharable service units and establishes an enterprise as a composition of sharable business capabilities that can be rapidly rearranged and adapted to meet changing business needs. This architecture supports optimization of resource utilization, economies of scale, and improved accountability, control, and agility.

Business Process Management (Chapter 3)

BPM is a management discipline for the design, management, automation, and continuous improvement of business processes. In an agile enterprise, business processes define how services are performed—including the organization of activities to meet a service objective, the integration of supporting services, and the choreography of relationships and operations among organizations.

Business Rules (Chapter 4)

Business rules support concise expression of management intent, independent of the implementation technology. Mechanisms for integration of business rules enable the enterprise to rapidly adapt to changes in regulations, enterprise improvements, and technological capabilities. A number of types of business rules affect the operation of the enterprise in different ways.

Enterprise Information Management (Chapter 5)

The enterprise must operate on the basis of a common Enterprise Logical Data Model (ELDM) to support meaningful communication and interaction of people and systems. This model must be complemented by appropriate data access and analytical tools so that business decision making and planning can be optimized from an enterprise perspective.

SOA Security (Chapter 6)

The electronic integration of disparate organizations and the sharing of data across the enterprise and with business partners and customers greatly increase the potential for harmful exposure of operations and information. Access must be controlled to ensure that it is appropriately authorized, that enterprise facilities are not vulnerable to attack, and that data communications are appropriately protected. In addition, exchange of electronic business documents affecting enterprise assets and government regulations requires electronic signatures to ensure that participants are authenticated, authorized, and accountable.

The Agile Organization Structure (Chapter 7)

The enterprise will evolve to a network of interacting service units that manage enterprise capabilities to deliver business value. The organization structure must define how people participate in the operation and management of service units. Service units must be aligned to an organization hierarchy that manages the service unit capabilities for optimal performance. Additional relationships must support collaboration, coordination, innovation, and control, all of which allow the enterprise to optimize and adapt to deliver customer value.

Event-Driven Agility (Chapter 8)

Though services are most often performed in response to a request, some services are initiated by disruptive events that indicate a need to respond outside the bounds of normal operating processes. Processing of disruptive events is the starting point for automation of processes for adapting the enterprise to changing requirements. Various techniques must be used to identify and capture relevant events. Some individual events may be of little interest, but in combination with other events, the “complex events” may be significant.

Agile Governance (Chapter 9)

Initial efforts to implement SOA may be bottom-up transformations based on business opportunities. However, in the long term, the agile enterprise requires a top-down design that defines the enterprise structure and the context in which local improvements can be developed. This requires a management commitment and governance structure to design, transform, and continuously improve and adapt the enterprise from an overall perspective, with IT support. The recommended governance structure provides support for continuous strategic planning, top-down leadership of enterprise design and transformation, and improved visibility and accountability to executive management and the board of directors to ensure appropriate leadership and control.

Model-Based Management (MBM) (Chapter 10)

Today's enterprises and the ecosystems in which they operate are very complex. Managers need models connected to the business operations and the business environment in order to gain a better awareness of problems and a greater understanding of the factors involved in solutions. Such models enable more timely and appropriate responses to threats and opportunities. Management of the agile enterprise is supported by an Enterprise Business Model (EBM) that is the integration of a number of different viewpoint models.

The Vision

This book presents a vision of the agile enterprise based on current industry trends and standards. There are no current examples of such an agile enterprise as described here. The fundamental business concepts have existed for many years, and supporting technology exists but must be appropriately applied....

Produkt-Details

• Erscheint lt. Verlag: 28.7.2010
• Sprache: englisch
• Themenwelt: Sachbuch/Ratgeber
• Themenwelt: Mathematik / Informatik ► Informatik ► Programmiersprachen / -werkzeuge
• Themenwelt: Mathematik / Informatik ► Informatik ► Software Entwicklung
• Themenwelt: Sozialwissenschaften ► Kommunikation / Medien ► Buchhandel / Bibliothekswesen
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Wirtschaftsinformatik
• ISBN-10: 0-08-056008-3 / 0080560083
• ISBN-13: 978-0-08-056008-3 / 9780080560083