SOA modeling patterns for service-oriented discovery and analysis

458 Pages·2010·7.937 MB·English

by  Michael Bell

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SOA M P
ODELING ATTERNS
S -O
FOR ERVICE RIENTED
D A
ISCOVERY AND NALYSIS
MICHAEL BELL
JOHN WILEY & SONS, INC.
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LibraryofCongressCataloging-in-PublicationData
Bell,Michael
SOAmodelingpatternsforservice-orienteddiscoveryandanalysis/MichaelBell.
p. cm.
Includesindex.
ISBN978-0-470-48197-4(hardback)
1.Webservices. 2.Service-orientedarchitecture(Computerscience) 3.Computernetwork
architectures. I.Title.
TK5105.88813.B45 2010
004.068–dc22 2009029114
PrintedintheUnitedStatesofAmerica
10 9 8 7 6 5 4 3 2 1
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CONTENTS
CHAPTER 1 Introduction 1
WhatisService-OrientedDiscoveryandAnalysis? 2
Service-OrientedAnalysisEndeavor 2
Service-OrientedDiscoveryEndeavor 7
Service-OrientedDiscoveryandAnalysisProposition 11
DrivingPrinciplesofService-OrientedDiscoveryandAnalysis 13
Service-OrientedDiscoveryandAnalysisModeling 15
Service-OrientedDiscoveryandAnalysisPatterns 17
Summary 20
PART ONE Service-Oriented Discovery and Analysis
Road Map Patterns 21
CHAPTER 2 Vertical Service Discovery and Analysis: Pursuing
Inward and Downward Road Map Patterns 25
ServiceDiscoveryandAnalysisInwardRoadMapPattern 25
ServiceDiscoveryandAnalysisDownwardRoadMapPattern 32
Deliverables 38
Summary 39
CHAPTER 3 Horizontal Service Discovery and Analysis: Pursuing
Upward and Outward Road Map Patterns 41
Service-OrientedDiscoveryandAnalysisUpward
RoadMapPattern 42
ServiceDiscoveryandAnalysisOutwardRoadMapPattern 46
Deliverables 56
Summary 56
CHAPTER 4 Service-Oriented Discovery and Analysis Best
Practices Model: Striving for Balanced Solutions 59
Meet-in-the-MiddleServiceDiscovery:Balancing
theIdentificationVenture 59
StructuralandContextualAnalysisandModeling:
BalancedSolutions 61
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FocusonServiceDiscoveryandAnalysisCross-Cutting
Activities 62
CategorizationofServices:RealityCheck 64
Service-OrientedDiscoveryandAnalysisBest
PracticesModel 64
Deliverables 68
Summary 68
PART TWO Service-Oriented Discovery Patterns 69
CHAPTER 5 Top-Down Business Process-Driven Service
Discovery Pattern 71
IsBusinessProcessTop-DownServiceDiscoveryPractical? 71
DocumentingBusinessProcesses:IndustryStandards 72
UnderstandBusinessProcesses 72
DefineBusinessProcessAnalysisMaturityLevel 76
StudyDocumentedBusinessProcesses 77
EstablishService-OrientedBusinessProcessModel 78
DiscoverAnalysisServices 82
Deliverables 87
Summary 88
CHAPTER 6 Top-Down Attribute-Driven Service
Discovery Pattern 89
StudyBusinessandTechnologyDiscoverySources 89
AttendtotheServiceDiscoveryProcess 90
InstituteCoreAttributes 91
EstablishAttributionModel 93
SelectAttributesforServiceDiscovery 95
FoundDecisionModel 97
DiscoverAnalysisServices 100
EstablishServiceTaxonomy 102
Deliverables 104
Summary 104
CHAPTER 7 Front-to-Back Service Discovery Pattern 105
Front-to-BackServiceDiscoveryModel 105
UserInterfaceControlServices 106
UserInterfaceContentDeliveryServices 111
UserInterfaceContentRenderingServices 114
UserInterfaceValueServices 117
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Front-to-BackServiceDiscoveryProcess 118
Deliverables 122
Summary 122
CHAPTER 8 Back-to-Front Service Discovery Pattern 123
ConceptualDataModelPerspective 123
LogicalDataModelPerspective 127
PhysicalDataModelPerspective 139
Back-to-FrontServiceDiscoveryProcess 139
Deliverables 144
Summary 144
CHAPTER 9 Bottom-Up Service Discovery Pattern 145
Bottom-UpBusinessFunctionality–DrivenServiceDiscovery 145
Bottom-UpTechnology-DrivenServiceDiscovery 152
Bottom-UpReferenceArchitecture–DrivenServiceDiscovery 157
Deliverables 163
Summary 163
CHAPTER 10 Meet-in-the-Middle Service Discovery Pattern 165
Integration-OrientedServices 165
CommonBusinessServices 172
Infrastructure-OrientedServices 175
Deliverables 179
Summary 180
PART THREE Service-Oriented Categorization Patterns 181
CHAPTER 11 Service Source Categorization Patterns 183
ServiceIdeasandConcepts 183
ServiceAbstractions 185
LegacyEntities:Road-TestedExecutables 188
ServicePortfolio 189
VirtualEntities 191
Deliverables 191
Summary 192
CHAPTER 12 Service Structure Categorization Patterns 193
ServiceStructureModel 193
EnvironmentalInfluencesonServiceStructure 194
ServiceStructureCategorizationDrivingPrinciples 195
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AtomicServiceStructure:IndivisiblePattern 195
CompositeServiceStructure:HierarchicalPattern 196
ServiceCluster:DistributedandFederatedPattern 200
Deliverables 203
Summary 204
CHAPTER 13 Service Contextual Categorization Patterns 205
ContextualClassificationModel:PatternsforService
ContextualCategorization 205
EstablishingLeadingServiceCategories 207
ServiceSubcategoriesEstablishmentProcess 211
Deliverables 219
Summary 219
PART FOUR Service-Oriented Contextual Analysis
Process and Modeling Patterns 221
CHAPTER 14 Contextual Generalization Analysis
Process and Modeling Patterns 225
ContextualGeneralizationProcess 225
ContextualGeneralizationPatterns 232
ContextualGeneralizationAnti-Patterns 240
Deliverables 243
Summary 243
CHAPTER 15 Contextual Specification Analysis
Process and Modeling Patterns 245
ContextualSpecificationProcess 245
ContextualSpecificationPatterns 250
ServiceSpecificationAnti-Patterns 258
Deliverables 261
Summary 261
CHAPTER 16 Contextual Expansion Analysis Process
and Modeling Patterns 263
ContextualExpansionProcess 264
ContextualExpansionLevels:OrganizationalZones
forDistributionofServices 265
ContextualExpansionPatterns 270
ServiceContextualExpansionAnti-Patterns 278
Deliverables 281
Summary 281
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CHAPTER 17 Contextual Contraction Analysis Process
and Modeling Patterns 283
AccommodatingDemandforContextualContraction 283
ServiceContextualContractionBenefits 284
ServiceContextualContractionExample 285
ContextualContractionProcess 286
ContextualContractionPatterns 290
ContextualContractionAnti-Patterns 299
Deliverables 301
Summary 301
PART FIVE Service-Oriented Structural Analysis
Process and Modeling Patterns 303
CHAPTER 18 Structural Analysis and Modeling Principles:
Introduction to Service Structural Notation
and Modeling 305
StructuralAnalysisModelingPrinciples 305
StructuralModelingNotationIntroduction 306
Aggregation 310
Decomposition 311
Subtraction 312
CouplingandDecoupling 313
Compounding 315
Unification 316
Transformation 318
Intersection 319
Exclusion 321
Clipping 323
BindingandUnbinding 324
CloningandDecloning 326
Deliverables 328
Summary 329
CHAPTER 19 Structural Generalization Analysis Process
and Modeling Patterns 331
AggregationAnalysis:PatternsandImplementation 332
UnificationAnalysis:PatternsandImplementation 339
StructuralCompoundingAnalysis:Patterns
andImplementation 345
ContractAnalysis:PatternsandImplementation 351
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Deliverables 357
Summary 357
CHAPTER 20 Structural Specification Analysis Process
and Modeling Patterns 359
DecompositionAnalysis:PatternsandImplementation 359
SubtractionAnalysis:PatternsandImplementation 368
RefactoringAnalysis:PatternsandImplementation 375
ContractAnalysis:PatternsandImplementation 382
Deliverables 388
Summary 388
CHAPTER 21 Structural Expansion Analysis Process
and Modeling Patterns 389
DistributionAnalysis:PatternsandImplementation 390
MediationAnalysis:PatternsandImplementation 405
ContractAnalysis:PatternsandImplementation 414
Deliverables 420
Summary 420
CHAPTER 22 Structural Contraction Analysis Process
and Modeling Patterns 423
DistributionReductionAnalysis:PatternsandImplementation 424
MediationRollbackAnalysis:PatternsandImplementation 435
ContractAnalysis:PatternsandImplementation 444
Deliverables 450
Summary 450
Index 451
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1
CHAPTER
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 di-
minished. 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.Hasthiscomputingtrendinfluencedanyofourcustomarysoftwareimplementationap-
proaches?Hasthisnewparadigmfosteredarchitecturebestpracticesthathavealteredtheoldgenre
ofsoftwareconstructionmethodologies?Arewebetteroff?
Yes,themissiontobuildenduring,reusable,andelasticservicesthatcanwithstandmarket
volatilityandbeeffortlesslymodifiedtoembracetechnologicalchangeshasbeengainingmomen-
tum.Governanceandbestpracticeshavebeendevised.Existingoff-the-shelfproductsalreadyem-
body fundamental SOA best practices, such as software reuse, nimbleness, loose coupling, adapt-
ability, interoperability, and consolidation. From a project management perspective, stronger ties
have been established between the business institution and information technology (IT) organiza-
tion.Thesiloimplementationparadigmhasbeenratherweakened,andcross-enterpriseinitiatives
havebeenmoderatelyincreased.
Forthoseorganizationsthathavenotbeeninfluencedbythesetrends,thesimpleadviceis
tostartfromsmaller“wins.”AvoidgrandioseSOAplanstochangetheworld.Promotesmall-size
projects,incrementalinitiativesthatovertimeattainfinalobjectives.Doingthiswillclearlyreduce
implementationrisksandincreaseproductivityandimprovethechancesforsuccess.Butnowitis
timetogettowork.Rollupyoursleevesandembraceapositive,creative,vibrant,andcontagious
spiritthatencouragesbusinessandITpersonneltocollaborateonfulfillingorganizationalaims.
Theservice-orienteddiscoveryandanalysisdiscipline1 mirrorsthisapproach:Smallerand
incremental efforts to achieving success are preferred over large-size projects that introduce per-
ils 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
technicalspecifications,andfocusserviceconstructioneffortsratherthanblurringimplementation
boundaries.
The service-oriented discovery and analysis discipline can indeed guarantee success if the
goalsarewellestablishedandagreedupon.Therefore,beginaservice-orientedarchitectureproject
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 re-
quirements 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 dis-
coveryopportunitiesastheycomealong.Thefinalartifactofthisexerciseisananalysisproposition
thatcallsforservicemodelingactivitiestodeliverasuperiorsolution.
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2 Ch. 1 Introduction
Finally, adopt a personal as well as an organizational strategy to ascertaining services, an-
alyzing problems, and modeling solutions. Formulate an individual plan that can assist with pur-
suing 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 im-
perative 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,andmodelingprocessintermsoftheirbusinesspracticalityandtechnological
feasibility.
WHATISSERVICE-ORIENTEDDISCOVERYANDANALYSIS?
Often mentioned in one breath, the discovery and analysis of services can be separable, yet these
processesshareinterrelatedmilestonesandgoalsthatunitethem,formingasingleservice-oriented
lifecyclediscipline.Thediscoveryefforttypicallyisaffiliatedwithserviceidentification.Thisisa
rudimentaryandcontinuouspursuitthatyieldssolutions,namelyservices,toaddressanorganiza-
tionalconcern.Theanalysisventure,incontrast,isastudy.Itispracticedindependently;exercised
indifferentphasesofaservice’slifecycle;conductedtounderstandaproblemdomain,toascertain
andassessasolution,toverifyifservicecapabilitiesmeetrequirements,andtoauthenticateservice
operationsforproduction.
SERVICE-ORIENTEDANALYSISENDEAVOR
Amongotherreasonsforconductingameticulousbusinessandtechnologyinspection,theanalysis
process is chiefly a quest for a solution to an organizational problem that is carried out by identi-
fied services. No matter when in the life cycle of a service it is pursued, the ultimate goal of the
serviceanalysis venture istoidentify thebest possible remedy toa business concern or a techno-
logicalchallenge.Obviously,astudyofawiderangeofartifactsandeventsthatareabouttoaffect
abusinessorhavealreadybeguntoinfluenceitsperformanceisthedrivingmotivationoftheanal-
ysis process. However, the engagement of analysts, modelers, architects, developers, or managers
in rigorous examination of the business does not necessarily take place because of immediate in-
fluencesonbusinessexecution.Assessmentandinspectionactivitiescanalsobelaunchedtobetter
comprehendsuccess,fostergrowth,and,mostimportant,preventfailureofbusinessmissions.
A METICULOUS STUDY: WHAT SHOULD BE ANALYZED? The pursuit of a solution that is pre-
sented by services to mitigate an impending problem, forecasted challenge, or already affected
businessortechnologicalmissionmustbeaccompaniedbyathoroughanalysisofbusinessand/or
technological artifacts. The two perspectives presented are the chief ingredients of almost any
service-orientedanalysisprocess.Thusthepractitioneroughttofocusonintrinsicquestionstopro-
motetheinspectionventure:Whatisthebusinessortechnologicalproblemdomain?Whatarethe
causesfortheoccurringchallenge?Isasolutionneeded?Hasasolutionbeenproposed?Howsoon
shouldremedybeapplied?Whataspectsoftheproblemshouldberectified?Arethereanybusiness
requirementsortechnicalspecificationsthatofferadirectionfordeliveringasolution?andmore.
BusinessPerspective. Toalleviateachallenge,thesearchforasolutionmaystartwiththeanalysis
of the business. This direction advocates that business artifacts should be scrupulously studied to
identifythecauseofaconcern.Theterm“artifacts”pertainstoaffiliatedbusinessarticlesthatcan
provide clues to the state of the business, its goals, missions, and imperatives. This may include
businessstrategiesandthemodelofbusinessexecution,businessprocessesandrelatedunderpinning
activities,andevenmarketandcustomersegmentationresearch.
If a business solution proposition has already been issued, deliverables such as business
requirements and product descriptions should be available to the analysis process. These are