re-architecting an enterprise with soa & agile

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Presentation # 2249 © 2013 IBM Corporation RE-ARCHITECTING AN ENTERPRISE WITH SOA & AGILE Brian Graves: BMI Sr. Director, Enterprise Services [email protected] M. Kevin McHugh: IBM Managing Consultant [email protected]

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Page 1: Re-architecting an Enterprise with SOA & Agile

Presentation # 2249 © 2013 IBM Corporation

RE-ARCHITECTING AN ENTERPRISE WITH SOA & AGILE

Brian Graves: BMI Sr. Director, Enterprise Services [email protected]

M. Kevin McHugh: IBM Managing Consultant [email protected]

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Please note the following

IBM’s statements regarding its plans, directions, and intent are subject to change or withdrawal without notice at IBM’s sole discretion.

Information regarding potential future products is intended to outline our general product direction and it should not be relied on in making a purchasing decision.

The information mentioned regarding potential future products is not a commitment, promise, or legal obligation to deliver any material, code or functionality. Information about potential future products may not be incorporated into any contract. The development, release, and timing of any future features or functionality described for our products remains at our sole discretion.

Performance is based on measurements and projections using standard IBM benchmarks in a controlled environment. The actual throughput or performance that any user will experience will vary depending upon many factors, including considerations such as the amount of multiprogramming in the user’s job stream, the I/O configuration, the storage configuration, and the workload processed. Therefore, no assurance can be given that an individual user will achieve results similar to those stated here.

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v Brian Graves ²  BMI Senior Director of Enterprise Services ²  [email protected]

v M. Kevin McHugh ²  IBM Managing Consultant ²  [email protected]

SPEAKERS

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We will field questions throughout the presentation, so please feel free to ask them

Q&A GROUND RULES

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HIGHLIGHTS: v  Broadcast Music, Inc. – 1939

v  Performing Rights Organization (PRO)

v  Collects license fees and distributes royalties

v  Operates on a non-profit basis

v  Seven locations: Nashville, New York, Los Angeles, Atlanta, Miami, Puerto Rico, London

v  600 employees

BROADCAST MUSIC INC.

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HIGHLIGHTS:

v  7.5 million musical works

v  550,000 songwriters, composers, and publishers

v  Represents all genres of music

²  Adele ²  Kanye West ²  Foo Fighters ²  Taylor Swift

BROADCAST MUSIC INC.

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When music is performed publicly, by law, songwriters and publishers must be paid for the use of their music

BROADCAST MUSIC INC.

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Performance counts across all media channels have been growing fast

DIGITAL AGE OF MUSIC

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In a few years, the number of mobile devices will DWARF the number of PCs

Gartner, IDC, Strategy Analytics, company filings, BI Intelligence estimates

Personal Computers

MOBILE GROWTH

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Mobile consumers are getting more comfortable paying for content on a mobile device

Consumer Willingness to Pay for Media Content Downloads

Nielsen Mobile Connected Device Report

MOBILE CONTENT

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Eight out of the top ten most followed users are

musical artists

SOCIAL MEDIA–TWITTER

© 2008 – 2013 Twitter Counter (third party application for Twitter)

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© 2013 Next Big Sound, Inc.

SOCIAL MEDIA

Lumineers

Top social album creating the most social buzz of

2012

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Monthly Pandora listeners now comprise 5% of broadcast radio's audience

© 2013 Inside Radio

v  2011: 100 million users

v  2013: 200 million users

v  1.6 billion stations in 2012

v  14.6 billion hours of music streamed every month

ONLINE RADIO–PANDORA

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© 2013 The Nielsen Company

v  YouTube is the leading source for music discovery and access on the internet

v  Today 64% of teens listen to music through YouTube

YOUTUBE MUSIC

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YOUTUBE MUSIC

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There are more than 500 digital music services around the world offering consumers the opportunity to legally access up to 26 million songs © 2012 Pro-Music

DIGITAL MUSIC ECOSYSTEM

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BMI Challenges

v  Music is global; copyright law differs by country

v  Many years of growth and expansion ²  6000 tables across various database systems

²  Twenty-four different programming languages

²  350+ major applications in production

v  Transactional numbers are through the roof ²  Over 100 billion copyright transactions

²  Over one million musical works registered per year

DIGITAL MUSIC IMPACTS

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Better Service and a More Valuable Experience

POWERED BY BMI

v  Integrated/common UX/UI Access v  Services Oriented Architecture Simplicity v  Optimized business processes Efficiency v  Create a single view of data Trust

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IBM v  Rational Tools, Training, and Support

Prolifics v  Build and Deployment Automation v  Guidance v  Implementation

BMI STRATEGIC PARTNERSHIPS

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ORIGINS OF BAM

Origins in… v  XP

v  Scrum mandate

v  Agile pilots

v  Agility@Scale

v  Introduction to Disciplined Agile Delivery

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Disciplined Agile Delivery

Lifecycle image: © 2011 IBM Corporation

Disciplined Agile Delivery – Course RP251

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Quality team collaboration

IBM® Rational® Quality Manager

Coordinate quality assurance plans, processes, and

resources

Business expert collaboration Elicit, capture, elaborate, discuss,

and review requirements

IBM® Rational® Requirements

Composer

Rational Team Concert

Core team collaboration "Think and work" in unison and provide real-time project heath

Architect Developer

REST API

Quality management

Requirements management

Change and configuration management

Association Changes and notification

Tester finds defects, generates work item

Defect status Defects closed against

requirements

Requirement linked to work item

Analyst Tester

REST API

REST API

IBM Rational Jazz Suite

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BAM – PROCESS ARCHITECTURE

Bringing together different, often disparate, approaches to doing work…

… into one consistent delivery method

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SO, IT’S BEEN ANOTHER YEAR…

Challenges v  Evolution of BMI Agile Method (BAM)

v  Agility@Scale

v  Implementation ²  Team size ²  Global delivery model

v  Enterprise discipline

v  Technical complexity

v  Deconflicting project timelines and urgent change requests

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The Future is Now

Last Year v  Adopting Scrum of Scrums v  Defining BMI Agile

Method (BAM) v  IT Governance v  SOA Adoption

Today v  Dynamic multi-scrum

coordination v  Agile is a way of life v  Clear roles & responsibilities v  Adapting to become a

process centric organization

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SOAP/HTTP

v  Federated ESB Architecture

v Audit logging v Exception handling v Protocol mediation

v Security (authentication and authorization)

v Data transformations

v Adapters (JDBC, flat-file, Email) v Build and Deployment Automation v Policy Enforcement

v Service composition/aggregation

SOAP/HTTP (S)

ReST/HTTP (S)

JDBC

SOAP/HTTP (S)

OVERALL ARCHITECTURE

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v  Process discovery v  Process execution and monitoring for continuous improvement v  Automate workflow v  Process flexibility through business rules management v  Process interaction through social mobile collaboration

OVERALL ARCHITECTURE

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v  Process documentation and design for implementation

v  User interface design

v  Services integration and re-use

v  Service re-usability through rules and integration/mediation

OVERALL ARCHITECTURE

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MODEL DRIVEN DEVELOPMENT

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v  Automated assemble and deploy steps v  Either trigger automation on-demand or based on schedule v  Notification of failure v  Easy troubleshooting if assemble or deploy fails

AUTOMATED RELEASE MANAGEMENT

v  Ability to track a release v  Control what gets included in the release v  Roll-back a deployment of a release v  Redeploy a release at any time in future

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SINGLE VIEW OF DATA

v  Alignment of business processes and business data through master data management ²  Consolidate over 6000 tables into single view of data

²  Service enabled QualityStage and DataStage jobs

²  Cleansing, de-duplication, and consolidation

v  Increased Data Quality

²  Cognos ²  SPSS

v  Predicted analytics to support business strategy

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AFFILIATE MANAGEMENT

v  Numerous handoffs

v  Lengthy processing time

v  Limited visibility and escalation

v  Manual tasks

Current State Observations

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BPM – ONLINE AFFILIATION – BLUEWORKS LIVE

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BPM – ONLINE AFFILIATION – PROCESS DESIGNER

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SOCIAL

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ONLINE AFFILIATION – BPM IMPROVEMENTS

v  Dramatic reduction of processing time

v  Fully automated global society search

Process Improvements:

v  Instances of human error minimized

v  Process Owner: “BPM for the first time has given us transparency into our processes”

v  Affiliate Analysts: “BPM has replaced many manual steps and created a unified workspace”

Quotes:

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v  BMI Live allows BMI songwriters who play their music live, regardless of venue size, to easily submit those performances for royalty payments

v  Since 2011, this innovative program has granted thousands of songwriters who have never received royalties a means to apply for their first royalty check

“BMI Live has impacted my career in a positive way by paying me for live performances in venues I never received royalties from previously.”

~ Songwriter/BMI Live top earner, Granger Smith

INTEGRATED UX/UI – BMI LIVE

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MOBILE

DESKTOPS

TABLETS

BMI LIVE – RESPONSIVE DESIGN

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The official BMI Mobile App is powered by content and services

from BMI’s award-winning website:

BMI MOBILE

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BMI Mobile is the music industry’s deepest mobile

resource for career building information and

self-service options

BMI MOBILE

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BMI Mobile gives you full access to BMI Live with a

rich user experience in either native iOS or Android

BMI MOBILE

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v  Utilize geo-codes to compare to centralized venue database

v  Choose from over one million venues

BMI MOBILE

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v BMI partners with Artist Growth

v BMI members can now use Artist Growth to submit performances to BMI Live for payment.

PARTNERSHIPS

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LESSONS LEARNED

²  Focus on the ‘What’ ²  Funding

v  Top down sponsorship

v  Not anticipating magnitude of change necessary

v  Communication

v  Identify champions/early adopters to drive change

v  Iterative delivery

v  Choosing the right partners

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Daily Apple TV giveaway §  Complete your session surveys online each day at a conference kiosk or on

your Innovate 2013 Portal!

§  Each day that you complete all of that day’s session surveys, your name will be entered to win the daily Apple TV!

§  On Wednesday be sure to complete your full conference evaluation to receive your free conference t-shirt!

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Acknowledgements and disclaimers

© Copyright IBM Corporation 2013. All rights reserved. –  U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp.

IBM, the IBM logo, ibm.com, Rational, the Rational logo, Telelogic, the Telelogic logo, Green Hat, the Green Hat logo, and other IBM products and services are trademarks or registered trademarks of International Business Machines Corporation in the United States, other countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml

Microsoft ® Visual Studio® .NET is a trademark of Microsoft Corporation. HP Quality Center ® is a registered trademark of Hewlett-Packard Corporation. Apple ® Xcode ® is a trademark of the Apple Corporation

Other company, product, or service names may be trademarks or service marks of others.

Availability: References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates.

The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software.

All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.

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© Copyright IBM Corporation 2013. All rights reserved. The information contained in these materials is provided for informational purposes only, and is provided AS IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, these materials. Nothing contained in these materials is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in these materials to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in these materials may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. IBM, the IBM logo, Rational, the Rational logo, Telelogic, the Telelogic logo, and other IBM products and services are trademarks of the International Business Machines Corporation, in the United States, other countries or both. Other company, product, or service names may be trademarks or service marks of others.