Speakers: Brian Bubonic, Huntington National Bank; Emil Thomas, Prolifics Description: Huntington National Bank is a Midwestern bank headquartered in Columbus, Ohio. Over the past one year, Huntington has been trying to enforce service governance by using IBM SOA products and also by adopting more stricter policies and standards around design, development and usage of the services. With an estimated 500 plus enterprise services to be in Production by the end of 2012 and with challenging requirements to evolve services continually for the various consuming applications, this is no mean feat. In this presentation, we will showcase the challenges faced in the journey, the approaches taken and the benefits achieved with enterprise service versioning and enforcing service governance to achieve enterprise service agility.

1. Managing Enterprise Services
Brian Bubonic, Enterprise Architect
brian.bubonic@huntington.com
Emil Thomas, Solution Architect
ethomas@prolifics.com

2. Huntington Bancshares Overview
Midwestern US financial services holding company
Midwestern US financial services holding company
• Founded: 1866
• Headquarters: Columbus, OH
• Total assets: $54 Billion
• Employees: 11,245
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3. Prolifics at a glance
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4. Abstract
Huntington National Bank is a Midwestern bank
headquartered in Columbus, Ohio. Over the past year,
Huntington has been trying to enforce service governance by
using IBM SOA products and by adopting stricter policies and
standards around design, development and usage of the
services. With an estimated 500 plus enterprise services to
be in Production by the end of 2013 and with challenging
requirements to evolve services continually for the various
consuming applications, this is no small feat. In this
presentation, we will showcase the challenges faced in the
journey, the approaches taken and the benefits achieved with
enterprise service versioning and enforcing service
governance to achieve enterprise service agility.
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5. Goals
 Better Business Experience
 Enhance Business Agility
 Reduce IT Overhead
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6. Current State Overview
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7. Benefits
 Consistent Business and Customer Experience
 Service Re-use across Service Consumers
 Common Business logic and Rules
 Self Describing Message
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8. Challenges
 Governance (Design or Run Time)
 Unit of Work Control
 Message Versioning
 Single Service Timeout across all Consumers
 Single Message Protocol
 Multiple Middleware Applications
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9. Current State Metrics – Service Usage
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10. Current State Metrics – Service Reusability
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11. Current State Metrics - Channels
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12. Future State Metrics
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13. Reference Architecture
Existing Apps
Salesforce IVR WAS .NET DataStage Prod/Dev Phase
Planning Phase
DataPower
Registry & Repository
WebSphere
WSRR
ITCAM
WebSphere WebSphere
WebSphere
Operational Enterprise
Process
Decision Service
Server
Management Bus
(WPS)
(WODM) (WESB)
CICS Transaction
.Net WAS Gateway Legacy
FileNet
Service Service Service
CICS
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14. Technology Landscape
Channels
Monitoring
Online
ESS PRPC ACAPS MAX
Banking
WS MQ MQ WS WS
Service Gateway
WSRR REST DataPower
BMI / ITCAMs
WS
Enterprise Services Implements orchestration
Implements simple services and
and composite WESB WODM WPS long running process
Mediation services
Implements decision
based services
Service Provider Proxies API MQ
WS API
WAS/ Java
CTG MQ SecureMail
Services
Service Providers ISRA API JDBC IP MQ MQ MQ MQ
FileNet
Data Mainframe PEGA Adobe PRPC Services RightFax
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15. Enterprise Service Gateway
 Central governance for all services
 Channel authentication
 Service-level authorization
 Message throttling and traffic shaping
 Dynamic endpoint lookup
 Up-front message validation
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16. Enterprise Services
 Bottom-up approach considering the legacy services already in place
 Comprise of mediations, short running processes, long running
processes and decision services
 Design standards and policies enable consistency and reuse
 Design patterns ensures lesser development time and higher quality
output
 Better management of enterprise services using service versioning
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17. Service Provider Proxies
 Better separation of concerns
 ESB will not be blamed for all problems
 Efficient utilization of resources
 Consistent approach to access service providers
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18. Monitoring
 Real-time problem identification
 Highly configurable events for alerts
 Enables automation of certain run-time governance characteristics
through integration with other products
 Metrics assist IT team to better plan for resources
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19. Service Versioning
 Technique used to minimize the disruption to channels due to service
changes
 Enables consumers and providers adapt to changes more easily
 Ability to add or sunset service versions independently
 Implemented using namespace versioning in WSDLs
 Major and minor versions to differentiate compatible and non-
compatible changes
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20. Service Versioning
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21. Authentication and Authorization
 Supports multiple authentication mechanisms
 Fine grained access control to services at channel / service version
level
 Authorizations to be managed using SLAs in WSRR
 Enables identification of rogue channels
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22. Authentication and Authorization
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23. Service Level Monitoring
 Message throughputs controlled at Service / Channel level
 Option to throttle or shape requests when thresholds exceeded
 Protects downstream systems from unexpected spikes
 Automated control of message throughputs through integration with
WSRR and ITCAM
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24. Service Level Monitoring
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25. Design Time Governance
 Very thorough review process to ensure maximum reuse and service
management
 Representation across business and IT, architects and developers in the
SOA Review Board
 Schemas / WSDLs carefully managed to ensure compliance with
standards and guidelines
 Sharepoint and SVN used for managing artifacts
 Governance processes evolving continuously
 Design time governance feeds directly to QA test cases
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26. Design Time Governance
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27. Challenges Faced
 Funding – Our SOA roadmap is funded by each project which requires
services
 Adoption – Deployment of the new technologies in the production
environment
 Culture – Staff acceptance of the new technologies and design
patterns
 Roadmap – Change in upper management and organizational
structure has led to delays
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28. Thank
You
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