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
Inhaltsverzeichnis
1;Front Cover;1 2;Building the Agile Enterprise with SOA, BPM and MBM;4 3;Copyright;5 4;Contents;6 5;Acknowledgments;14 6;Foreword;16 7;Preface;20 7.1;Target Audience;20 7.2;Book Organization;21 7.2.1;The Agile Enterprise (Chapter 1);21 7.2.2;Service-Oriented Architecture (Chapter 2);21 7.2.3;Business Process Management (Chapter 3);21 7.2.4;Business Rules (Chapter 4);21 7.2.5;Enterprise Information Management (Chapter 5);21 7.2.6;SOA Security (Chapter 6);22 7.2.7;The Agile Organization Structure (Chapter 7);22 7.2.8;Event-Driven Agility (Chapter 8);22 7.2.9;Agile Governance (Chapter 9);22 7.2.10;Model-Based Management (MBM) (Chapter 10);23 7.3;The Vision;23 8;Chapter 1: The Agile Enterprise;26 8.1;When Agility Pays Off;28 8.1.1;Consolidations;28 8.1.2;New Product or Line of Business;30 8.1.3;Outsourcing;30 8.1.4;Government Regulation;31 8.1.5;Governance;32 8.1.6;Technology Modernization;33 8.2;How We Got Here;34 8.2.1;Task Automation;34 8.2.2;Enterprise Application Integration;36 8.2.3;The Internet;36 8.2.4;Web services and SOA;37 8.3;A New Way of Thinking;39 8.3.1;Service;41 8.3.2;Service Units;42 8.3.3;Service-Oriented Enterprises;42 8.3.4;Agile Enterprise;42 8.3.5;Process-Driven Services;43 8.3.6;Model-Based Management;43 8.3.7;Value Chain;43 8.3.8;Disruptive Event;44 8.3.9;Governance;44 8.3.10;Information Technology Management;44 8.4;SOA Maturity Model;44 8.4.1;Maturity Levels;46 8.4.2;Business Dimensions;48 8.4.3;Technology Dimensions;49 8.5;Critical Success Factors on the Journey to Agility;50 8.5.1;Governance for Enterprise Optimization and Control;50 8.5.2;Enterprise Models;51 8.5.3;Technical Infrastructure;51 8.5.4;Service-Based Management;51 9;Chapter 2: Service-Oriented Architecture;52 9.1;Business Services;53 9.1.1;Service Units;54 9.1.2;SOA for the Enterprise;57 9.1.3;Service Unit Template;57 9.1.4;Service Ownership;60 9.1.5;Service Groups;61 9.1.6;Services in a Value Chain;62 9.2;Service Unit Management;65 9.2.1;Management Controls;65 9.2.2;Service Imp
lementation Management;67 9.3;SOA Electronic Infrastructure;68 9.3.1;Reliable Messaging;69 9.3.2;Security;69 9.3.3;Message Transformation;70 9.3.4;Registry Services;71 9.3.5;Business Process Management System;71 9.3.6;Portal Support;72 9.3.7;Service Performance Monitoring;72 9.3.8;Billing for Services;73 9.4;Defining Service Units;73 9.4.1;Service-Oriented Analysis;74 9.4.2;Service Unit Specifications;82 9.4.3;Outsourcing;84 9.4.4;Role of Industry Frameworks;86 9.5;Robust Value Chain Analysis;90 9.5.1;Dependency Network;90 9.5.2;Abstract Activities;92 9.5.3;Hierarchy of Value Chains;93 9.6;Enterprise Transformation Perspectives;94 9.6.1;Business Perspective;94 9.6.2;Information Systems Transformations;96 10;Chapter 3: Business Process Management;100 10.1;Business Process Concepts;102 10.1.1;Process Context;103 10.1.2;Roles;104 10.1.3;Collaboration;105 10.1.4;Organizational Context;107 10.2;Process Modeling;107 10.2.1;Modeling Languages;108 10.2.2;Process Modeling Notation;109 10.2.3;Design Objectives;115 10.3;Operating Modes;117 10.3.1;Workflow;117 10.3.2;Case Management;117 10.3.3;Job-Shop Mode;117 10.3.4;Production-Line Mode;118 10.3.5;Relay Mode;118 10.3.6;Rule-Driven Mode;119 10.3.7;Development Projects;119 10.3.8;Product Configuration;120 10.4;Processes in SOA;121 10.4.1;Process-Driven Services;121 10.4.2;Multiple Services of a Service Unit;123 10.4.3;Loose Coupling;124 10.4.4;Transfer of Value;126 10.4.5;Security;127 10.5;Choreography;127 10.5.1;Sequence of Exchange;128 10.5.2;Complementary Internal Process;129 10.5.3;Extended Choreography;130 11;Chapter 4: Business Rules;134 11.1;Types of Rules;134 11.1.1;Regulations;135 11.1.2;Enterprise Rules;136 11.1.3;Production Rules;138 11.1.4;Diagnostic Rules;141 11.1.5;Event Rules;143 11.1.6;Qualification Rules;144 11.1.7;Data Integrity Rules;145 11.2;Implications of SOA;145 11.2.1;Regulations and Enterprise Rules;145 11.2.2;Production and Diagnostic Rules;146 11.2.3;Event Rules;147 11.2.4;Qualification Rules;147 11.2
.5;Data Integrity Rules;148 11.3;Rules Management;149 12;Chapter 5: Enterprise Information Management;152 12.1;Information Management Issues;152 12.1.1;Consistent Data Representation;153 12.1.2;Multiple Links Between Service Units;154 12.1.3;Cross-Enterprise Views;155 12.1.4;Distributed Databases;155 12.1.5;Shared Knowledge;156 12.1.6;Business Models;156 12.2;Logical Data Model;157 12.2.1;Metadata;157 12.2.2;Enterprise Logical Data Model;158 12.2.3;Data Modeling;160 12.2.4;Semantics;162 12.3;Data Exchange;162 12.4;Business Intelligence Services;165 12.4.1;Operational Data Stores;165 12.4.2;Enterprise Information Integration;167 12.4.3;Business Activity Monitoring;167 12.4.4;Data Warehouses;168 12.4.5;Business Metadata;168 12.5;Master Data Management;169 12.5.1;Primary Source;170 12.5.2;Data Hiding;171 12.5.3;Service Unit Granularity;172 12.5.4;Life-Cycle-Based Ownership;173 12.5.5;Outsourced Services;175 12.6;Knowledge Management;176 12.6.1;Expertise of People;176 12.6.2;Unstructured Documents;177 13;Chapter 6: SOA Security;180 13.1;Encryption and Signatures;182 13.1.1;Public Key Encryption;183 13.1.2;Electronic Signatures;184 13.2;Accountability and Nonrepudiation;186 13.2.1;Electronic Documents as Evidence;186 13.2.2;Compound Documents;187 13.2.3;Preservation of Authenticity;188 13.3;Identification and Authentication;189 13.3.1;Digital Certificates;190 13.3.2;Two-Way Authentication;192 13.3.3;Single Sign-On;193 13.4;Authorization;193 13.5;Role-Based Access Control, Extended;195 13.5.1;Definitions of Roles;198 13.5.2;Role Authorization Requirements;199 13.5.3;Runtime Authorization;201 13.6;XACML Policies;202 13.7;Access Control Administration;204 13.8;Federation of Trust Domains;205 13.9;Perimeter security;208 13.10;Vulnerability Scanning and Intrusion Detection;208 13.11;Monitoring, Logging, Alerts, and Audits;209 14;Chapter 7: The Agile Organization Structure;212 14.1;Design Principles;214 14.1.1;Centralization for Enterprise Optimization;214 14.1.2;Management Hi
erarchy;214 14.1.3;Service Units as Building Blocks;215 14.1.4;Service Unit Autonomy;215 14.1.5;Accountability;216 14.1.6;Collaborative Relationships;217 14.2;Service Unit Types;217 14.2.1;Line-of-business Service Units;218 14.2.2;Production Value Chain Service Units;219 14.2.3;Support Service Units;219 14.2.4;Product Development Service Units;220 14.2.5;Master Data Service Units;221 14.2.6;Work Management Service Units;222 14.2.7;Transformation Service Units;222 14.2.8;Portal Service Units;224 14.2.9;Executive Staff Service Units;224 14.3;Hierarchy Design Factors;224 14.3.1;Aggregation Factors;225 14.3.2;Separation Factors;227 14.4;Organization Modeling;229 14.5;Organizational Transformation;230 15;Chapter 8: Event-Driven Agility;232 15.1;Event Resolution Business Framework;234 15.1.1;Service Unit Manager;235 15.1.2;Line-of-Business Manager;238 15.1.3;Executive Staff;239 15.2;Origins of Events;240 15.2.1;Business Environment Events;240 15.2.2;Operational Events;243 15.2.3;Innovation Events;244 15.2.4;Enterprise Change Events;244 15.3;Identification of Events of Interest;244 15.3.1;Relevant Events;245 15.3.2;Risk Threshold;245 15.4;Sources of Event Notices;246 15.4.1;External Events;246 15.4.2;Internal Events;246 15.4.3;Complex Event Processing;247 15.4.4;Look-Back;248 15.4.5;Verification and Consolidation of Event Notices;249 15.5;Event Notification Infrastructure;250 15.5.1;Surrogate Publishers;250 15.5.2;Publish-and-Subscribe Facility;251 15.6;Event Resolution Processes;253 16;Chapter 9: Agile Governance;256 16.1;Benefits;257 16.1.1;Adaptation to New Business Pursuits;257 16.1.2;Improved Response to Change;257 16.1.3;Continuous Strategic Planning;257 16.1.4;Enterprise Intelligence;258 16.1.5;Empowerment;258 16.1.6;Accountability;258 16.1.7;Regulatory Compliance;258 16.1.8;Risk Management;258 16.1.9;Economies of Scale;258 16.1.10;Disciplined Enterprise Design;258 16.1.11;Orderly, Incremental Transformation;259 16.1.12;Optimization of Performance;259 16.1.13;Optimi
zation of Information Technology;259 16.2;Agile Governance Framework;259 16.3;Strategic Planning;261 16.3.1;Conventional Strategic Planning;261 16.3.2;Adaptations for the Agile Enterprise;264 16.4;Enterprise Intelligence;268 16.4.1;Data;269 16.4.2;Information;269 16.4.3;Knowledge;270 16.4.4;Wisdom;271 16.5;Business Architecture;272 16.5.1;Current Architecture;273 16.5.2;Strategic Architecture;274 16.5.3;Gap Analysis;274 16.5.4;Transformation Priorities;275 16.5.5;Next-Generation Architecture;275 16.5.6;Service Unit and Organization Design;276 16.5.7;Role Authorization Specifications;276 16.5.8;Enterprise Rules and Assignments;277 16.5.9;Transformation Oversight;277 16.5.10;Performance Assessment;277 16.5.11;Service Unit Improvements;277 16.5.12;Risk Mitigation;278 16.5.13;Future Value Network;278 16.6;Audit and Risk Assessment;279 16.7;Enterprise Transformation;280 16.8;Standards and Technology;282 16.9;Information Technology Service Units;284 16.9.1;Executive Staff Support;284 16.9.2;Service Unit Automation;285 16.9.3;Infrastructure Management;285 16.10;Finance and Accounting Service Units;286 16.11;Purchasing Service Units;288 16.12;Human Resource Management Service Units;289 16.12.1;Service Unit Autonomy;289 16.12.2;Continuous Change;290 16.12.3;Incentives;290 16.13;Value Network Services;291 17;Chapter 10: Model-Based Management;294 17.1;Business-Modeling Viewpoints;296 17.1.1;Management Dashboards;297 17.1.2;Service Unit Performance;297 17.1.3;Service Unit Specifications;297 17.1.4;Organization Structure;298 17.1.5;Role-Based Access Control;298 17.1.6;Enterprise Logical Data Model;298 17.1.7;Business Rules and Regulations;299 17.1.8;Strategic Planning;299 17.1.9;Electronic Documents;299 17.1.10;Business Processes;299 17.1.11;Choreographies;300 17.1.12;Service Unit Cost Models;301 17.1.13;Value Chains;301 17.1.14;Disruptive Event Notices;302 17.1.15;Applications Portfolio;302 17.1.16;Business Dynamics;302 17.2;Modeling Technology Standards;303 17.3;Enhanced Mode
ling Capabilities;306 17.3.1;Simulation;306 17.3.2;Multiple Vocabularies;307 17.3.3;Semantics;307 17.4;Tactical Solutions;308 18;References;312 19;Glossary;314 20;Index;322
