of what the technology vendors would like you to believe, SOA is a
complex concept. A number of elements need to come together to truly
achieve service orientation. A lot of work needs to be done to
establish a successful SOA program. Yet, all of this has to be done in
conjunction with delivering projects. The business does not stop. It
does not and cannot wait for the SOA program to be established, fully
built out, and all the services delivered. Therefore, most SOA programs
face the challenge of dealing with projects while at the same time
trying to deliver on their high level promises.
address the SOA and project goal incompatibilities, service lifecycle
management, architecture, SOA governance, funding, and SOA metrics need
to be brought together in a comprehensive program. Creating a central
team to manage this process will result in more consistent
deliverables, more efficient operations, less opportunity for political
influence, and faster attainment of SOA benefits.
Projects with SOA potential should be considered part of the overall
services pipeline. Cumulative requirements should drive service design
and development. The service architecture needs to be flexible enough
to accommodate changes, minimize the impact of service changes on the
existing consumers, and maximize service reuse potential. SOA
governance should influence the projects to make the right decisions
and catch non-compliers if necessary. A comprehensive view of the
project pipeline should make this process streamlined and efficient.
Specially designated funding solutions should eliminate the
disincentive for projects to build reusable services. Finally, the SOA
metrics should demonstrate the achieved results and influence the right
behavior. Figure 5 demonstrates the relationship between all the
project-oriented SOA elements.
Figure 5: A view of project-oriented SOA.
organizations that embrace the project-oriented approach to SOA will
have better success in SOA adoption and delivering results. At the end
of the day, the business doesn’t care how many services have been built
or leveraged. What really makes the business executives tick are the
sales, new product introductions, new customers, real savings, achieved
efficiencies, and everything else that deals with growing revenue and
impacting the bottom line. Enabling business agility is the primary
goal of SOA. Establishing an approach that delivers both the SOA
program benefits and business goals of faster time to market and cost
savings will undoubtedly make IT and the whole organization successful.
[REF-1] SOA Design Patterns (Prentice Hall), www.soapatterns.com