SOA Modeling Patterns for Service-Oriented Discovery and Analysis E-Book

Michael Bell

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 783

Veröffentlichungsjahr: 2009

Beschreibung

Learn the essential tools for developing a sound service-oriented architecture SOA Modeling Patterns for Service-Oriented Discovery and Analysis introduces a universal, easy-to-use, and nimble SOA modeling language to facilitate the service identification and examination life cycle stage. This business and technological vocabulary will benefit your service development endeavors and foster organizational software asset reuse and consolidation, and reduction of expenditure. Whether you are a developer, business architect, technical architect, modeler, business analyst, team leader, or manager, this essential guide-introducing an elaborate set of more than 100 patterns and anti-patterns-will help you successfully discover and analyze services, and model a superior solution for your project,. * Explores how to discover services * Explains how to analyze services for construction and production * How to assess service feasibility for deployment * How to employ the SOA modeling language during the service identification and examination process * How to utilize the SOA modeling patterns and anti-patterns for service discovery and analysis Focusing on the Service-Oriented Discovery and Analysis Life Cycle Stage, this book will help you acquire a broad SOA Modeling knowledge base and leverage that to increase efficiency and productivity in the workplace.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

PREFACE

Foreword

CHAPTER 1 - INTRODUCTION

WHAT IS SERVICE-ORIENTED DISCOVERY AND ANALYSIS?

SERVICE-ORIENTED ANALYSIS ENDEAVOR

SERVICE-ORIENTED DISCOVERY ENDEAVOR

SERVICE-ORIENTED DISCOVERY AND ANALYSIS PROPOSITION

DRIVING PRINCIPLES OF SERVICE-ORIENTED DISCOVERY AND ANALYSIS

SERVICE-ORIENTED DISCOVERY AND ANALYSIS MODELING

SERVICE-ORIENTED DISCOVERY AND ANALYSIS PATTERNS

SUMMARY

PART ONE - SERVICE-ORIENTED DISCOVERY AND ANALYSIS ROAD MAP PATTERNS

ROAD MAP FOR SERVICE-ORIENTED DISCOVERY AND ANALYSIS

ROAD MAP PATTERNS FOR SERVICE-ORIENTED DISCOVERY AND ANALYSIS

VERTICAL AND HORIZONTAL DISCOVERY AND ANALYSIS ROAD MAP PROCESSES

CHAPTER 2 - VERTICAL SERVICE DISCOVERY AND ANALYSIS

SERVICE DISCOVERY AND ANALYSIS INWARD ROAD MAP PATTERN

SERVICE DISCOVERY AND ANALYSIS DOWNWARD ROAD MAP PATTERN

DELIVERABLES

SUMMARY

CHAPTER 3 - HORIZONTAL SERVICE DISCOVERY AND ANALYSIS

SERVICE-ORIENTED DISCOVERY AND ANALYSIS UPWARD ROAD MAP PATTERN

SERVICE DISCOVERY AND ANALYSIS OUTWARD ROAD MAP PATTERN

DELIVERABLES

SUMMARY

CHAPTER 4 - SERVICE-ORIENTED DISCOVERY AND ANALYSIS BEST PRACTICES MODEL

MEET-IN-THE-MIDDLE SERVICE DISCOVERY: BALANCING THE IDENTIFICATION VENTURE

STRUCTURAL AND CONTEXTUAL ANALYSIS AND MODELING: BALANCED SOLUTIONS

FOCUS ON SERVICE DISCOVERY AND ANALYSIS CROSS-CUTTING ACTIVITIES

CATEGORIZATION OF SERVICES: REALITY CHECK

SERVICE-ORIENTED DISCOVERY AND ANALYSIS BEST PRACTICES MODEL

DELIVERABLES

SUMMARY

PART TWO - SERVICE-ORIENTED DISCOVERY PATTERNS

CHAPTER 5 - TOP-DOWN BUSINESS PROCESS-DRIVEN SERVICE DISCOVERY PATTERN

IS BUSINESS PROCESS TOP-DOWN SERVICE DISCOVERY PRACTICAL?

DOCUMENTING BUSINESS PROCESSES: INDUSTRY STANDARDS

UNDERSTAND BUSINESS PROCESSES

DEFINE BUSINESS PROCESS ANALYSIS MATURITY LEVEL

STUDY DOCUMENTED BUSINESS PROCESSES

ESTABLISH SERVICE-ORIENTED BUSINESS PROCESS MODEL

DISCOVER ANALYSIS SERVICES

DELIVERABLES

SUMMARY

CHAPTER 6 - TOP-DOWN ATTRIBUTE-DRIVEN SERVICE DISCOVERY PATTERN

STUDY BUSINESS AND TECHNOLOGY DISCOVERY SOURCES

ATTEND TO THE SERVICE DISCOVERY PROCESS

INSTITUTE CORE ATTRIBUTES

ESTABLISH ATTRIBUTION MODEL

SELECT ATTRIBUTES FOR SERVICE DISCOVERY

FOUND DECISION MODEL

DISCOVER ANALYSIS SERVICES

ESTABLISH SERVICE TAXONOMY

DELIVERABLES

SUMMARY

CHAPTER 7 - FRONT-TO-BACK SERVICE DISCOVERY PATTERN

FRONT-TO-BACK SERVICE DISCOVERY MODEL

USER INTERFACE CONTROL SERVICES

USER INTERFACE CONTENT DELIVERY SERVICES

USER INTERFACE CONTENT RENDERING SERVICES

USER INTERFACE VALUE SERVICES

FRONT-TO-BACK SERVICE DISCOVERY PROCESS

DELIVERABLES

SUMMARY

CHAPTER 8 - BACK-TO-FRONT SERVICE DISCOVERY PATTERN

CONCEPTUAL DATA MODEL PERSPECTIVE

LOGICAL DATA MODEL PERSPECTIVE

PHYSICAL DATA MODEL PERSPECTIVE

BACK-TO-FRONT SERVICE DISCOVERY PROCESS

DELIVERABLES

SUMMARY

CHAPTER 9 - BOTTOM-UP SERVICE DISCOVERY PATTERN

BOTTOM-UP BUSINESS FUNCTIONALITY-DRIVEN SERVICE DISCOVERY

BOTTOM-UP TECHNOLOGY-DRIVEN SERVICE DISCOVERY

BOTTOM-UP REFERENCE ARCHITECTURE-DRIVEN SERVICE DISCOVERY

DELIVERABLES

SUMMARY

CHAPTER 10 - MEET-IN-THE-MIDDLE SERVICE DISCOVERY PATTERN

INTEGRATION-ORIENTED SERVICES

COMMON BUSINESS SERVICES

INFRASTRUCTURE-ORIENTED SERVICES

DELIVERABLES

SUMMARY

PART THREE - SERVICE-ORIENTED CATEGORIZATION PATTERNS

CHAPTER 11 - SERVICE SOURCE CATEGORIZATION PATTERNS

SERVICE IDEAS AND CONCEPTS

SERVICE ABSTRACTIONS

LEGACY ENTITIES: ROAD-TESTED EXECUTABLES

SERVICE PORTFOLIO

VIRTUAL ENTITIES

DELIVERABLES

SUMMARY

CHAPTER 12 - SERVICE STRUCTURE CATEGORIZATION PATTERNS

SERVICE STRUCTURE MODEL

ENVIRONMENTAL INFLUENCES ON SERVICE STRUCTURE

SERVICE STRUCTURE CATEGORIZATION DRIVING PRINCIPLES

ATOMIC SERVICE STRUCTURE: INDIVISIBLE PATTERN

COMPOSITE SERVICE STRUCTURE: HIERARCHICAL PATTERN

SERVICE CLUSTER: DISTRIBUTED AND FEDERATED PATTERN

DELIVERABLES

SUMMARY

CHAPTER 13 - SERVICE CONTEXTUAL CATEGORIZATION PATTERNS

CONTEXTUAL CLASSIFICATION MODEL: PATTERNS FOR SERVICE CONTEXTUAL CATEGORIZATION

ESTABLISHING LEADING SERVICE CATEGORIES

SERVICE SUBCATEGORIES ESTABLISHMENT PROCESS

DELIVERABLES

SUMMARY

PART FOUR - SERVICE-ORIENTED CONTEXTUAL ANALYSIS PROCESS AND MODELING PATTERNS

CONTEXTUAL ANALYSIS MODEL

CONTEXTUAL ANALYSIS ASSETS AND NOTATION

CHAPTER 14 - CONTEXTUAL GENERALIZATION ANALYSIS PROCESS AND MODELING PATTERNS

CONTEXTUAL GENERALIZATION PROCESS

CONTEXTUAL GENERALIZATION PATTERNS

CONTEXTUAL GENERALIZATION ANTI-PATTERNS

DELIVERABLES

SUMMARY

CHAPTER 15 - CONTEXTUAL SPECIFICATION ANALYSIS PROCESS AND MODELING PATTERNS

CONTEXTUAL SPECIFICATION PROCESS

CONTEXTUAL SPECIFICATION PATTERNS

SERVICE SPECIFICATION ANTI-PATTERNS

DELIVERABLES

SUMMARY

CHAPTER 16 - CONTEXTUAL EXPANSION ANALYSIS PROCESS AND MODELING PATTERNS

CONTEXTUAL EXPANSION PROCESS

CONTEXTUAL EXPANSION LEVELS: ORGANIZATIONAL ZONES FOR DISTRIBUTION OF SERVICES

CONTEXTUAL EXPANSION PATTERNS

SERVICE CONTEXTUAL EXPANSION ANTI-PATTERNS

SERVICE CLONING ANTI-PATTERN: AVOID FUNCTIONALITY REDUNDANCY WHEN POSSIBLE.

DELIVERABLES

SUMMARY

CHAPTER 17 - CONTEXTUAL CONTRACTION ANALYSIS PROCESS AND MODELING PATTERNS

ACCOMMODATING DEMAND FOR CONTEXTUAL CONTRACTION

SERVICE CONTEXTUAL CONTRACTION BENEFITS

SERVICE CONTEXTUAL CONTRACTION EXAMPLE

CONTEXTUAL CONTRACTION PROCESS

CONTEXTUAL CONTRACTION PATTERNS

CONTEXTUAL CONTRACTION ANTI-PATTERNS

DELIVERABLES

SUMMARY

PART FIVE - SERVICE-ORIENTED STRUCTURAL ANALYSIS PROCESS AND MODELING PATTERNS

CHAPTER 18 - STRUCTURAL ANALYSIS AND MODELING PRINCIPLES

STRUCTURAL ANALYSIS MODELING PRINCIPLES

STRUCTURAL MODELING NOTATION INTRODUCTION

AGGREGATION

DECOMPOSITION

SUBTRACTION

COUPLING AND DECOUPLING

COMPOUNDING

UNIFICATION

TRANSFORMATION

INTERSECTION

EXCLUSION

CLIPPING

BINDING AND UNBINDING

CLONING AND DECLONING

DELIVERABLES

SUMMARY

CHAPTER 19 - STRUCTURAL GENERALIZATION ANALYSIS PROCESS AND MODELING PATTERNS

AGGREGATION ANALYSIS: PATTERNS AND IMPLEMENTATION

UNIFICATION ANALYSIS: PATTERNS AND IMPLEMENTATION

STRUCTURAL COMPOUNDING ANALYSIS: PATTERNS AND IMPLEMENTATION

CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION

DELIVERABLES

SUMMARY

CHAPTER 20 - STRUCTURAL SPECIFICATION ANALYSIS PROCESS AND MODELING PATTERNS

DECOMPOSITION ANALYSIS: PATTERNS AND IMPLEMENTATION

SUBTRACTION ANALYSIS: PATTERNS AND IMPLEMENTATION

REFACTORING ANALYSIS: PATTERNS AND IMPLEMENTATION

CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION

DELIVERABLES

SUMMARY

CHAPTER 21 - STRUCTURAL EXPANSION ANALYSIS PROCESS AND MODELING PATTERNS

DISTRIBUTION ANALYSIS: PATTERNS AND IMPLEMENTATION

MEDIATION ANALYSIS: PATTERNS AND IMPLEMENTATION

CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION

DELIVERABLES

SUMMARY

CHAPTER 22 - STRUCTURAL CONTRACTION ANALYSIS PROCESS AND MODELING PATTERNS

DISTRIBUTION REDUCTION ANALYSIS: PATTERNS AND IMPLEMENTATION

MEDIATION ROLLBACK ANALYSIS: PATTERNS AND IMPLEMENTATION

CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION

DELIVERABLES

SUMMARY

INDEX

This book is printed on acid-free paper.

Copyright © 2010 by Michael Bell. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data

Bell, Michael

SOA modeling patterns for service-oriented discovery and analysis / Michael Bell.

p. cm.

Includes index.

ISBN 978-0-470-48197-4 (hardback)

1. Web services. 2. Service-oriented architecture (Computer science) 3. Computer network architectures. I. Title.

TK5105.88813.B45 2010

004.068-dc22

2009029114

For Agamit, Nirr, Yair, and Nitay, whose love and support carried me through this rewarding project

PREFACE

One of the most challenging tasks in today’s business and information technology (IT) environments is to communicate a solution to an organizational problem in a simple manner that can be easily understood by business and IT personnel alike. Is it also arduous to explain in simple words how a remedy to an enterprise concern can be applied without getting bogged down by unnecessary and confusing details that do not necessarily depict the nature of the solution. Perhaps the secret ingredient to the implementation of a successful project is people who can articulate a cure to an organizational threat in a straightforward fashion. Managers, architects, developers, analysts, and modelers should be able not only to justify their course of action but also to elaborate on the motivation behind the methodology and technologies used to meet business requirements and technical specifications.

The intrinsic difficulty in explaining a solution in plain words is related to the intricate structure of a project, which characteristically consists of various requirements, each of which must satisfy different stakeholders’ imperatives. These distinct views typically represent concerns such as architecture direction and adherence to best practices, technological feasibility, implementation complexities, and even return on investment. To alleviate these challenges, SOA Modeling Patterns for Service-Oriented Discovery and Analysis offers a service-oriented architecture (SOA) discipline that can assist practitioners to efficiently analyze the problem domain, discover services, and propose a viable solution to an organizational concern by employing different implementation perspectives. This book also offers a simple SOA modeling language and patterns to overcome the communication barriers between business and IT professionals.

SOA Modeling Patterns for Service-Oriented Discovery and Analysis answers the most challenging questions that practitioners typically ask during the service-oriented development process:

• How should an organizational problem domain and business requirements be analyzed?

• How can practitioners separate business and technical concerns? How should technical specifications be inspected and verified against business require ments?

• How should a service be discovered for a software development project?

• What is the method for analyzing service’s feasibility for construction and production?

• How should a service be certified for deployment and production?

• How should the SOA modeling language be employed during the service identification and examination process?

• How should the practitioner utilize the SOA modeling patterns and anti-patterns for service discovery and analysis?

The patterns provided offer road-tested analysis and discovery processes and design solutions to assist practitioners in devising an analysis proposition, a modeling artifact that helps to solve business or technological concerns. This solution proposition is also the ultimate deliverable of the service-oriented discovery and analysis discipline that is elaborated on in the book’s five parts:

1. Service-Oriented Discovery and Analysis Road Map Patterns. This part depicts overarching milestones, goals, and guiding patterns for discovering and analyzing services. The directions and best practices described alleviate a service’s internal and external architecture complexities and offer a superior solution proposition.

2. Service-Oriented Discovery Patterns. To assist practitioners with an effective discovery process, the patterns provided help broaden the quest for services that can aid in a solution. These repeatable service identification methods should be followed to maximize the opportunities for service discovery.

3. Service-Oriented Categorization Patterns. Once the services have been identified, the categorization process takes place, both to strengthen the solution and to help carve out an organizational service taxonomy to promote communication and collaboration efforts between various stakeholders.

4. Service-Oriented Contextual Analysis Process and Modeling Patterns. The contextual analysis process employs modeling patterns and operations to promote service reuse, architecture loose coupling, and consolidation of software assets. The term “contextual” pertains to the manipulation of service offerings, capabilities, and functionality to provide a solution.

5. Service-Oriented Structural Analysis Process and Modeling Patterns. Finally, the service structural perspective is subject to analysis and perfection. Here the practitioner focuses on logical and physical service formations to enhance a solution and propose an effective remedy. The modeling patterns assist with the structural manipulation of a service’s internal construct as well as its surrounding environment.

FOREWORD

It’s been a decade since the wild-eyed vision of service architectures first started to capture our imagination and five years since the global shift to service-oriented architecture (SOA) matured into a global industry of enabling products, methodologies, and services. The results? A mixed bag to be sure: Success stories abound of companies achieving dramatic gains in agility and efficiency; and, conversely, many companies that jumped onto the SOA bandwagon with ill-advised planning and governance produced scores of the same rigid, inflexible, and complex systems they had in the past. The time has come to step back and learn from experience, driven by the convergence of two phenomena: numerous successful case studies now available and a global economic downturn that brought a mandate to streamline the enterprise into a new kind of service delivery platform. “Enterprise 2.0” is “enterprise as a service,” coupling SOA techniques with true business objectives.

Many people are surprised when they learn of the state of today’s enterprise. Fifty years of automation efforts and trillions of dollars spent to extend, advance, and modernize the technology environment. And to what end? From an outside perspective, perhaps—it does seem to be working just fine. Stuff gets done, business happens, transactions flow, supply chains connect, and partners integrate. Well... yes, kind of.

What is the tariff being paid today in both cost and opportunity as a result of the current state of enterprise information technology (IT)? Looking under the hood of enterprise IT, one is reminded of Otto von Bismarck’s famous quote: “The less one knows about how laws and sausage are made the better.” In today’s global business environment, enterprise sausage is made from:

• Silos of incompatible, redundant, difficult-to-integrate systems—the business equivalent of an Olympic swimmer in an iron lung.

• Core and commodity applications running on the same high-cost/low-latency infrastructure. Logic: Let’s take the whole family out to Le Cirque every night and include the chicken nugget-loving children and redneck cousins who prefer pork rinds.

• Rampant overprovisioning to accommodate infrequent peak load spikes, resulting in shockingly low utilization.

• Inability to incorporate external infrastructure and third-party services, cementing rigid cost structures and stifling innovation.

• Mergers and acquisitons integration costs regularly crush expected “synergies,” resulting in either outright failure or the proliferation of more silos.

• Project-based development and lack of closed-loop governance results in nonreusable ser vices and a proliferation of unenforceable policies. That’s like giving a raise to the Police Commissioner of New York City while laying off the police force.

And if that weren’t enough madness for you, consider:

• Hosting madness. Nonstandard SKUs ensure long-term vendor lock-in, stifling creativity and creating massive opaque costs.

• Energy madness. Running a server in an enterprise data center for two years creates an energy cost equivalent to the price of buying the server itself. To add insult to injury: Half the servers or more are only for development and testing anyway and are barely in use most of the time.

• Human madness. Underutilized workforces are rampant due to silo-based application de livery and single-purpose desktops.

I could go on, but my doctor says I need to avoid stress.

So what’s the prescription? If we’ve learned one thing in the Internet era, it’s that interoperability drives efficiency. From e-mail to browsers, the impact of standards-based communications cannot be overstated. In the coming years, more companies will begin to learn from the lessons and battle scars of service-oriented architecture and service-oriented infrastructure (SOI) and how these initiatives can produce more efficient operating models. These same companies will also find that these goals must be pursued in the context of a well-designed program that aligns activities with business objectives and defines services in a process-oriented manner rather than ad hoc approach, and recognizes that security and closed-loop governance must be design-time considerations rather than afterthoughts. These are among the core lessons of the past, and today they represent the foundation for a new era of enterprise computing.

Michael Bell has been there every step of the way and is well qualified to offer the first practical guide to achieve the organizational benefits of SOA. With a common thread of “business practicality and technical feasibility” underlying each recommendation, Bell provides the missing link between architecture and results that has eluded many in the industry for years. By under standing the business motivations within an organization first and applying a transparent process of service discovery and analysis, the real benefits of service orientation can be realized. As the exuberance of the past settles into a set of basic organizational principles, these efforts can no longer be considered nice to have—they are table stakes for any organization looking to compete in the decade to come.

ERIC FULLER FOUNDER AND CHAIRMAN, SOA SOFTWARE, INC. FOUNDER AND CEO, SERVICEMESH, INC.

CHAPTER 1

INTRODUCTION

The dust has finally settled. The computer evangelist has envisioned. The strategist has defined. The manager, architect, developer, analyst, and modeler have taken note. The enthusiasm has diminished. The exuberance has turned into a more pragmatic course of action. But what have we learned? Almost a decade has passed since the service-oriented architecture (SOA) paradigm first appeared, extending a pledge to change, repair, enhance, and promote software development best practices. Has this computing trend influenced any of our customary software implementation approaches? Has this new paradigm fostered architecture best practices that have altered the old genre of software construction methodologies? Are we better off?

Yes, the mission to build enduring, reusable, and elastic services that can withstand market volatility and be effortlessly modified to embrace technological changes has been gaining momentum. Governance and best practices have been devised. Existing off-the-shelf products already embody fundamental SOA best practices, such as software reuse, nimbleness, loose coupling, adaptability, interoperability, and consolidation. From a project management perspective, stronger ties have been established between the business institution and information technology (IT) organization. The silo implementation paradigm has been rather weakened, and cross-enterprise initiatives have been moderately increased.

For those organizations that have not been influenced by these trends, the simple advice is to start from smaller “wins.” Avoid grandiose SOA plans to change the world. Promote small-size projects, incremental initiatives that over time attain final objectives. Doing this will clearly reduce implementation risks and increase productivity and improve the chances for success. But now it is time to get to work. Roll up your sleeves and embrace a positive, creative, vibrant, and contagious spirit that encourages business and IT personnel to collaborate on fulfilling organizational aims.

The service-oriented discovery and analysis discipline1 mirrors this approach: Smaller and incremental efforts to achieving success are preferred over large-size projects that introduce perils to business execution. Take tiny steps toward devising a solution to an organizational concern that simplify rather than complicate design and architecture models, clarify rather than obscure technical specifications, and focus service construction efforts rather than blurring implementation boundaries.

The service-oriented discovery and analysis discipline can indeed guarantee success if the goals are well established and agreed upon. Therefore, begin a service-oriented architecture project on a sound foundation of analysis that not only identifies the problem domain but also assesses the feasibility of a proposed solution. Verification of the constructed services against business requirements and technological specifications is another vital contribution of the analysis process. Furthermore, start the project with the service discovery process and justify a service’s existence. Persist with service identification throughout the service life cycle, and always embrace new discovery opportunities as they come along. The final artifact of this exercise is an analysis proposition that calls for service modeling activities to deliver a superior solution.

Finally, adopt a personal as well as an organizational strategy to ascertaining services, analyzing problems, and modeling solutions. Formulate an individual plan that can assist with pursuing the service-oriented discovery and analysis venture. Leverage a systematic approach for service identification, examination, and modeling. Do not overlook perhaps one of the most imperative guiding principles: Foster transparency during the discovery and analysis endeavor. The term “transparency” is about tracing and reporting on decisions that are being made during the discovery, analysis, and modeling process in terms of their business practicality and technological feasibility.

WHAT IS SERVICE-ORIENTED DISCOVERY AND ANALYSIS?

Often mentioned in one breath, the discovery and analysis of services can be separable, yet these processes share interrelated milestones and goals that unite them, forming a single service-oriented life cycle discipline. The discovery effort typically is affiliated with service identification. This is a rudimentary and continuous pursuit that yields solutions, namely services, to address an organizational concern. The analysis venture, in contrast, is a study. It is practiced independently; exercised in different phases of a service’s life cycle; conducted to understand a problem domain, to ascertain and assess a solution, to verify if service capabilities meet requirements, and to authenticate service operations for production.