1. Enterprise Service Solutions
Research Portal: www.cbdiforum.com
www.everware-cbdi.com
Driving Government
Transformation:
Service Oriented Government
April 28, 2009
7th
SOA for e-Gov Conference
Dave Mayo
President, Everware-CBDI

2. © 2009 Everware-CBDI, Inc.2
Dave Mayo - Background
 President, Everware-CBDI
 Enterprise Architecture
 Service Oriented Architecture
 Model-Driven Solution Delivery
 2009 Federal 100 Award (Federal Computer Week)
 Vice-Chair, IAC EA-SIG and Chair, Services Committee
(Industry Advisory Council/Enterprise Architecture Shared Interest Group)
 Economics, EA & Information Engineering
 Sr. Advisor to DHS EA Program
 Information Strategic Planning
 Business Case/ROI Analysis
 White Papers
 Succeeding With Component Based Architectures (IAC, 2004)
 EA: It’s Not Just for IT Anymore (JEA, 2005)
 Services and Components Based Architectures (CIOC, 2006)
 Practical Guide for Federal Service Oriented Architecture (CIOC, 2008)
 Service Oriented Government: Performance Driven Results (Draft, IAC,
2009)

3. © 2009 Everware-CBDI, Inc.3
Everware-CBDI
 Independent specialist SOA firm
 Merger of established
UK and US companies in 2006
 25,000+ subscribing architects
worldwide
 Enabling structured, enterprise level
SOA
 Facilitating SOA standards
 Widely used best practices, reference
architecture, repeatable processes -
Services Architecture & Engineering
(CBDI SAE™)
 SOA Solution Business including
Education, Consulting, Knowledge
products

4. © 2009 Everware-CBDI, Inc.4
Topics
 Background
 Setting the Stage: SOA in the Federal Government
 SOA Fundamentals
 SOA & EA
 SOA Critical Success Factors
 Practical Guide to Federal SOA
 Future of SOA: Service Oriented Government
 Recommendations
 Expectations from New Administration

5. © 2009 Everware-CBDI, Inc.5
We have a few problems…
 Inconsistencies in process, semantics, technology
 Redundancy in business processes, systems, data
 Lack of interoperability
 Stakeholders must engage with multiple
organizations to achieve a single objective
 Difficulties sharing information
 Organizational rigidities prevent quick responses
 IT not well aligned with business objectives and
difficult to change

6. © 2009 Everware-CBDI, Inc.6
Strategic Issues Facing Federal Agencies
 Change is Ubiquitous & Discontinuous
 Increasing complexity – all aspects
 Often unforeseen (threats, environmental, legislative, budget)
 Impacts all facets of the business
 Organizations are increasingly unable to adequately
respond
 Organizational barriers
 Process rigidities
 Silo’d applications & inflexible IT infrastructure
 Need to improve operational effectiveness
 Integration across the enterprise & entire supply chain
 Reduce cycle times for virtually all processes
 Improve access to data needed for operational decisions
We’ve already hit the wall.

7. © 2009 Everware-CBDI, Inc.7
The Solution: The Agile Enterprise
 Business cycle-time must be faster than rate of change in
external factors
 IT must be able to keep up with business changes
 Agile organizations require adaptable architectures
1980’s and
earlier
•Organization
Focus
•Mainframe
centric
•Monolithic
•Internal use
1990’s
•Business Process
Focus
•Client/Server
•Monolithic
•Business-to-
business via EDI -file
transfer
•Virtual organizations
•Distributed
Functions
•Service oriented
•Web 2.0
•Mashups
•Near real-time
New Millennium
3rd party
service
providers
Extranet
Internet
Customers

8. © 2009 Everware-CBDI, Inc.8
Business
Applications
Technology
The Key to Agility
Demand
Frustration
Minimize the
impact of
changes at
each level
on the other
levels
Impacts
Impacts
Key Techniques:
Separation of Concerns: SOA
Abstraction: Model Driven Systems Engineering

9. © 2009 Everware-CBDI, Inc.9
EA is the Most Valuable Tool to Support
Government Transformation
 Architecture is necessary to manage complexity
 Models assist in understanding, prioritizing and
communicating
 FEA is the only tool available for cross-agency
analysis
 Many government value chains cross agency
boundaries (and government levels, too)
 Fundamental value of EA is aligning investments
with priorities
But it must be a service-oriented EA!

10. © 2009 Everware-CBDI, Inc.10
SOA Fundamentals
Service Oriented Architecture is a paradigm for organizing
and utilizing distributed capabilities that may be under the
control of different ownership domains.
Service: The means by which the needs of a consumer
are brought together with the capabilities of a provider.
-- OASIS SOA Reference Model version 1.0
"Let's start at the beginning. This is a football. These are
the yard markers. I'm the coach. You are the players."
Vince Lombardi

11. © 2009 Everware-CBDI, Inc.1111
SOA Basics
 SOA is an architectural best practice for EA
 All organizations need agility; therefore all need
SOA
 SOA should be the predominant architectural
pattern in all agency EAs
 Services affect everything
 Service oriented enterprise (SOE)
 Service oriented architecture (SOA)
 Service oriented infrastructure (SOI)

12. © 2009 Everware-CBDI, Inc.12
SOA Confusion
 Is SOA dead?
 Services Anarchy
 Net-centricity
 Focus is on finding, sharing & exploiting information to
achieve superiority
 Is Cloud Computing going to replace SOA?
 Cloud Computing = Software as a Service +
Infrastructure as a Service.

13. © 2009 Everware-CBDI, Inc.13
SOA Mismatch
 Claims of organizational agility and better
alignment between IT and the business
 But often the definition of SOA is technology
based
Web services (WS-*, JBOWS)
Integration technology (eg, ESB)
 Business benefits are derived from SOA as a
flexible architecture of collaborating services

14. © 2009 Everware-CBDI, Inc.14
SOA Critical Success Factors
 Trust
 Security
 Service Certification
 SLAs
 Testing & Monitoring (adaptive/collaborative/continuous)
 Consistency
 Semantic - Data
 Service Reference Architecture (EA)
 SOA Readiness & Maturity
 Org Change Management
 Management of the SOA Adoption Process
 Federated Governance
 Enforceable Contracts
 Funding & Cost Recovery
 Service Oriented Acquisition
 Technology Platform
 Infrastructure as a Service - Cloud Computing
 Discovery – Repositories/Registries

15. © 2009 Everware-CBDI, Inc.15
SOA Vision:
Flexible, Federated Business Processes
Enabling a virtual federation of
participants to collaborate in an
end-to-end business process
Service
Service
Service
Service
Service
Payment
Inventory
Manufacturing
Logistics
Ordering
Enabling aggregation from
multiple providers, or
flexible choice of provider
Ticket
Sales
Service
Service
Service Service
Availability
Enabling reuse
of Services in
different
scenarios
Service
Ticket Collection
Identification
Enabling alternative
implementations to provide
the same Services
Enabling virtualization of
business resources
Outsourcing, insourcing,
offshoring, etc
Motivation:
Business Agility
Business Efficiency
Globalization

16. © 2009 Everware-CBDI, Inc.16
Service Portfolio Provisioning Process
Provide Services and Service Automation Units
Service
Portfolio
Plan
SOA Organizational Impact:
Twin Track Development
 Service Portfolio based on highly reusable services
 Strict separation of provider and consumer
 Requires service oriented demand forecasting
 Enables just in time assembly
Solution Process
Consume, Assemble Solution
Immediate
Business
Needs
Specific
Requirement
Stable, Long-term, Reusable Assets
Volatile, short-term, process specific Solutions
Standard Versions
Customized Versions

17. © 2009 Everware-CBDI, Inc.17
Practical Guide to Federal SOA:
Keys to Implementation (SOE)
Service Oriented Enterprise
1. Treat SOA adoption as an organizational change initiative
2. Build community processes and collaborative platforms
3. Establish Federated Governance
4. Establish service funding and charging mechanisms
5. Service based SDLC with incremental development
6. Shift to service based procurement
7. Advance institutional knowledge and capture best
practices

18. © 2009 Everware-CBDI, Inc.18
PGFSOA: Keys to Implementation (SOA)
Process Services
(orchestration layer)
Order
Fulfillment
Service
Core Business
Services
(“backbone” layer)
Underlying Services
(that need a facade)
Stock Movements Service
Products
Service
Orders
Service
Stock Management Service
Purchasing
(from highly generic component)
Utility Services
(high reuse layer)
CurrencyConversionServiceAddressReformatter
AccountsReceivableAPI
(from legacy Accounting System)
Stock Reordering
Customers
Service
Order
System
Stock Control
Application
Product Dev
System
Solution Layer
(presentation
and dialog)
Source: CBDI SAE™
8. Use EA to align with business
objectives
9. Introduce Services as a First-
Order Concept in your EA
 Establish a Service Based
Target Architecture
 Adopt model based
architecture and pattern
based design
 Enable automatic
compliance and alignment
10. Leverage legacy assets to enable
evolutionary progress
Service Oriented Architecture

19. © 2009 Everware-CBDI, Inc.19
PGFSOA: Keys to Implementation (SOI)
Service Oriented Infrastructure
11. Focus on enterprise security, scalability, and
interoperability
 Infrastructure as a service
11. Establish discovery and trust mechanisms
 Repositories/Registries
 Information assurance & identity management
11. Establish an adaptive and collaborative testing and
certification environment

20. © 2009 Everware-CBDI, Inc.20
SOA Adoption Roadmap
 Provide a framework
for assessing an
organizations SOA
capability maturity.
 Present a roadmap
for evolving an
organization’s SOA
capability.
Theme: …“managed” adoption of a new approach achieves the objectives of the
organization more quickly and at a higher level of maturity.
Objectives of the
SOA Roadmap:
SOA Readiness
Assessment &
Business Case
SOA Readiness
Assessment &
Business Case
SOA Adoption
Roadmap Planning
SOA Adoption
Roadmap Planning
SOA Maturity
Assessment
SOA Maturity
Assessment
SOA
Adoption
Management
SOA
Adoption
Management
SOA
Implementation
Initiatives
SOA
Implementation
Initiatives

21. © 2009 Everware-CBDI, Inc.21
SOA Maturity Model
Early
Learning
Integrated
Enterprise
Ecosystem
Initial SOA
activity
Experimental
Shared services
integrate silos,
rationalize EAI
contracts
Integrated
approach reduces
complexity, cost
and increases
adaptability
Common ecosystem
services eliminate
organizational
boundaries and
enable broader
economic activity
Service concepts
standardized across
industry sectors and or
LOBs
Enterprise level
shared services
create enterprise
adaptability and
consistency
SOA enables
enterprise wide
consistency of
business information
and processes
Applied
Project based
SOA activity
Service
architecture
enables
business
adaptability
for limited
scope

22. © 2009 Everware-CBDI, Inc.22
Early
Learning
Integrated Ecosystem
SOA
Management
Service
Architecture
Operational
Infrastructure
Framework
and Process
Organization
Projects &
Programs
Maturity Level
.
LifeCycle
Infrastructure
Applied Enterprise
Business
Design
.
.
.
.
.
.
.
Management tools including vision, strategy, funding, charging, measurement
and monitoring and SOA adoption plans and management.
Defined policies, roles, responsibilities and skills required to create, operate,
manage and govern a service environment.
Capability to execute classes of project and or program, defined as project
patterns
The business models and business transformation plans that shape a service
oriented business and integrate and drive requirements for service architecture
The service architecture and Service Portfolio Plan (SPP)
The reference framework including concept model, reference architecture and
process to enable and coordinate federated service delivery and execution.
Life cycle support architecture and implementation to support planning to
delivery service states.
Operational infrastructure architecture and implementation to support the run
time service life cycle states.
SOA Adoption Streams
SOE
SOA
SOI

23. © 2009 Everware-CBDI, Inc.23
Service Oriented Government
Virtual Government Value Chains
Combination of:
 Enterprise Architecture (Federal Gov is the Enterprise)
 Business Process Management
 Service Oriented Architecture
 Independent of Federal Organizational Structure
 Starting Points:
 Federal Enterprise Architecture (FEA)
 Reference Models, Segment Architectures
 PGFSOA (2008)
 Architectural Principles for US Government (2006)

24. © 2009 Everware-CBDI, Inc.24
OMB Future Direction: Services
The Historical Approach …
IT &
Services
IT &
Services
IT &
Services
DOJ
Treasury VA
USDA
DOD
State HUD
DOI
EPA
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
HHS
IT &
Services
The Future Approach …
Treasury
IT &
Services
Service for
Citizens
DOJ
VA
State
DOD
USDAHUD
DOI
EPA
Service for
Citizens
Health
Services
Mortgage
Insurance
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
IT &
Services
Commercial
Provider
Commercial
Provider
HHS
IT &
Services
IT &
Services
IT &
Services
IT &
Services
Commercial
Provider
Service for
Citizens
= Agency-specific Service = Common Service
= Service for Citizens
= Commercial Provider
Source: Dick Burk

25. © 2009 Everware-CBDI, Inc.25
Service Oriented Government
 The Historical Approach - Agency Focused…
 Citizen Service: Many agencies and offices; not one government
 Performance: No common framework for performance measurement across
agencies; minimal budget-performance integration
 IT & Services: Redundancy within and across agencies
 Budget Allocation: Allocation of funds by Agency; minimal cross-Agency
analysis
 The Future Approach - Mission and Service Focused…
 Citizen Service: One government
 Performance: Common performance measurement framework for OMB and all
agencies; robust budget-performance integration
 IT & Services: Minimal redundancy in IT spending; component-based architecture
promotes reuse
 Budget Allocation: Budget analyses take business lines into consideration; funds
allocated to support cross-agency collaboration
Source: Dick Burk, 2005

26. © 2009 Everware-CBDI, Inc.26
SOG in Action: NYC Business Express
NYC Business
Express Common
Intake Portal
BPM Engine
Departmental
Services
NYC Department
of Buildings
NYC Dept of Health
& Mental Hygiene
IRS
Business Express
Process Services
IRSNYCDOBNYCDOT
Intake Portal &
Rules Engine
Open a Restaurant

27. © 2009 Everware-CBDI, Inc.27
Recommendations
 OMB
 Mine Segment Architectures for commonality
 Establish Communities of Interest
 Require agencies to consume & share services
 Agency Executive Management
 Define goals in terms of value chains of extended ecosystem
 Insist on linkages between performance measures and
processes/data/applications/technology
 IT Managers
 Acquire capabilities (services), not systems
 Manage portfolio of services vs. applications
 Architects
 Ensure the architecture support business leadership (fit for purpose)
 Service orient the EA and solution architectures
 Technologists
 Establish the platform and governance (eg, SLAs) to enable the
transformation
 Decouple technologies – technology agility (eg, Cloud computing)

28. © 2009 Everware-CBDI, Inc.28
Expectations from New Administration
 Transparency
 Rapid Response
 Citizen-focused
 Transformation
 Efficiency (cost savings)
 New Technology & Innovation
 Effectiveness (performance)
Bottom-line: An Agile Enterprise

29. Enterprise Service Solutions
www.everware-cbdi.com
Research Portal:
www.cbdiforum.com
Download the PGFSOA:
http://www.whitehouse.gov/omb/e-
gov/pgfsoa.aspx
Thank you. Questions?
Dave Mayo
dmayo@everware-cbdi.com
(703) 246-0000 x103