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Succeeding with SOA: Realizing Business Value Through Total Architecture

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  • Description
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  • Sample Content
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  • Copyright 2007
  • Dimensions: 7x9-1/4
  • Pages: 288
  • Edition: 1st
  • Book
  • ISBN-10: 0-321-50891-2
  • ISBN-13: 978-0-321-50891-1
  • eBook (Adobe DRM)
  • ISBN-10: 0-321-50921-8
  • ISBN-13: 978-0-321-50921-5

"Like so many acronyms in public currency, SOA means many different things to different people. Paul Brown deftly avoids getting caught in the trap of overstating the case for SOA. Instead, he brings the topic skillfully into focus, zeroing in on the concepts that must be understood in order to be effective. Paul's purpose, as I've found so often in his presentations and conversations, is to get to the core of real-world architectural issues that make the difference between success and failure. Paul doesn't sit in an ivory tower pontificating; he gets right down to the critical issues in order to develop effective real-life strategies."

--From the Foreword by Jonathan Mack, Senior Technical Architect, Guardian Life Insurance Company

"As Paul Brown explains in this fine book, there is more to software development than just writing code. Successful software requires deep thought and strategy. It requires the coordination and marshalling of the resources and intellect of the entire company, both business and IT. I learned much from reading his manuscript and heartily endorse the finished book."

--Dr. Michael Blaha, author and industrial consultant

"Paul Brown has provided a practical and actionable guide that will illuminate the way for Business and IT Leaders involved in IT strategy, planning, architecture, and project management. A successful adoption of SOA will touch every aspect of the business and change the way IT does business. This book does a good job of describing the organizational challenges and risks and providing suggestions to manage them. It also dives deeply into the architectural techniques that can be employed in order to align the service architecture with the business, thus providing maximum benefit and continued funding for your SOA transformation."

--Maja Tibbling, Lead Enterprise Architect, Con-way Enterprise Services

"Succeeding with SOA achieves where most books on service-oriented architectures fail. It accurately describes what practitioners are seeing, as well as why, and gives them practical examples through case studies and instruction. Most useful both for those about to take the plunge and those who are already soaking."

--Charly Paelinck, Vice President, Development and Architecture, Harrah's Entertainment

"This book is a must-read for architects and SOA practitioners. It provides an important foundation for a SOA strategy. Brown emphasizes the importance of aligning services with their business processes, building capabilities using strong enterprise architecture standards, and ensuring an effective governance process. The book promotes the notion of mutual dependency between managing a business using business processes and managing its IT with SOA. By aligning the two paradigms, a business can become more agile, able to adapt to change both quickly and economically. This is the promise of SOA."

--Sunny Tara, Director, IT, Enterprise Architecture and Services, Harrah's Entertainment

Getting a Desired Business Return on Your Service-Oriented Architecture (SOA) Investment

Today, business processes and information systems are so tightly intertwined that they must be designed together, as parts of a total architecture, to realize enterprise goals. In Succeeding with SOA, Paul Brown shows how service-oriented architectures (SOAs) provide the best structure for such integration: clean, well-defined interfaces between collaborating entities. But even SOAs need to be correctly understood and implemented to avoid common failures. Drawing on decades of experience, Dr. Brown explains what business managers and IT architects absolutely need to know--including critical success factors--to undertake this essential work.

Coverage includes

  • Setting clear and reasonable expectations for SOA's benefits
  • Understanding why conventional project management techniques don't scale to today's enterprise-wide projects
  • Defining a living roadmap for developing services based on business priorities
  • Establishing coherent leadership that brings together business executives, IT leaders, and the SOA architecture group
  • Using Total Architecture Synthesis (TAS) to rapidly develop business processes and information systems together
  • Understanding the central role of architecture--and making sure the right architectural decisions get made

Whether you're a business or technical leader, this book will help you plan, organize, and execute SOA initiatives that meet or exceed their goals--now, and for years to come.


List of Figures
List of Tables

Foreword

Preface 
PART I. Building Your SOA
Chapter 1: The SOA Challenge
Chapter 2: Business Process Pitfalls
Chapter 3: Business Systems Pitfalls
Chapter 4: SOA: More Than Services
Chapter 5: Keys to SOA Success
Chapter 6: Organizing for SOA Success 
Chapter 7: SOA Project Leadership
Chapter 8: SOA Enterprise Leadership
Chapter 9: Agile SOA Development
PART II. Managing Risk
Chapter 10: Responsibility and Risk in Business Processes
Chapter 11: Managing Project Risk
Chapter 12: Investing Wisely in Risk Reduction
Chapter 13: Managing SOA Risks
Afterword
Index 

Author's Site

Visit the Author's site: www.total-architecture.com

Online Sample Chapter

Packaging Information in the Form of Services: The SOA Challenge

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Table of Contents

List of Figures xv

List of Tables xvii

Foreword xix

Preface xxi

PART I. Building Your SOA 1

Chapter 1: The SOA Challenge 3

The Concept of Total Architecture 4

Growing Pressures 6

Framing the Challenges 9

Staying on Track 13

How to Use This Book 16

Chapter 2: Business Process Pitfalls 19

Process Breakdowns Go Undetected 20

Service-Level Agreements Are Not Met 21

Process Changes Do Not Produce Expected Benefits 25

Summary 27

Key Business Process Questions 28

Suggested Reading 28

Chapter 3: Business Systems Pitfalls 29

Where's the Beef? Projects That Don't Deliver Tangible Benefits 30

Systems Won't Perform in Production 32

Summary 34

Key Systems Design Questions 35

Chapter 4: SOA: More Than Services 37

What Is a Service? 37

Creating Effective Services 41

Where Do Services Make Sense? 55

The Economic Realities of Services 58

Summary 59

Key SOA Questions 60

Suggested Reading 61

Chapter 5: Keys to SOA Success 63

What Makes a Project Good? 63

The System Is the Process! 68

System Design and Process Design Are Inseparable 69

Toward a Refined Development Methodology 70

Summary 73

Key Development Process Questions 73

Suggested Reading 74

Chapter 6: Organizing for SOA Success 75

The Organizational Simplicity of Application Design 76

The Organizational Complexity of Distributed

System Design 78

Organizing Multisilo Projects 80

Project Oversight 88

Organizational Variations for Project Oversight 95

Summary 97

Key Organizational Questions 98

Suggested Reading 98

Chapter 7: SOA Project Leadership 99

The Project Manager 99

The Business Process Architect 101

The Systems Architect 102

Project Leadership Team Responsibilities 103

Organizational Variations for Project Leadership 108

Summary 109

Key Project Leadership Questions 110

Chapter 8: SOA Enterprise Leadership 111

The Elements of Enterprise Architecture 111

Enterprise Architecture Definition 115

Enterprise Architecture Governance 119

Enterprise Architecture Standards and Best Practices 122

Enterprise Architecture Operation 123

Total Architecture Management 124

Summary 128

Key Organizational Questions 129

Chapter 9: Agile SOA Development 131

The Challenge 132

The Solution: Total Architecture Synthesis 134

Manage Risk: Architect as You Go 141

Summary 142

Key Project Lifecycle Questions 142

Suggested Reading 143

PART II. Managing Risk 145

Chapter 10: Responsibility and Risk in Business Processes 147

Systems Can't Take Responsibility 147

The Conversation for Action 149

Delegation and Trust 153

Detecting Breakdowns in Task Performance 154

Dialog Shortcuts Increase Risk 160

Process Design and Responsibility Assignments 170

The Business Executive Sponsor Bears All Risks 178

Summary 179

Key Process Design Questions 181

Suggested Reading 181

Chapter 11: Managing Project Risk 183

The Project as a Dialog 184

The Project Charter 186

Considerations in Structuring Projects 194

Summary 197

Key Project Risk Management Questions 198

Suggested Reading 198

Chapter 12: Investing Wisely in Risk Reduction 199

The Risk of Failure 200

The Risk of Error 208

The Risk of Delay 210

Summary 211

Key Business Process Risk Reduction Questions 212

Chapter 13: Managing SOA Risks 215

Service-Related Risks 215

SOA Processes and Governance 217

Governance for Project Portfolio Planning 218

Governance for Service Design 219

Governance for Service Utilization 224

Governance for Service Operation 225

Summary 226

Key SOA Risk Reduction Questions 227

Afterword 229

Index 237

Preface

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Foreword

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Index

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