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"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 EntertainmentGetting 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.
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
The Concept of Total Architecture 4
Growing Pressures 6
Framing the Challenges 9
Staying on Track 13
How to Use This Book 16
Process Breakdowns Go Undetected 20
Service-Level Agreements Are Not Met 21
Process Changes Do Not Produce Expected Benefits 25
Key Business Process Questions 28
Suggested Reading 28
Where's the Beef? Projects That Don't Deliver Tangible Benefits 30
Systems Won't Perform in Production 32
Key Systems Design Questions 35
What Is a Service? 37
Creating Effective Services 41
Where Do Services Make Sense? 55
The Economic Realities of Services 58
Key SOA Questions 60
Suggested Reading 61
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
Key Development Process Questions 73
Suggested Reading 74
The Organizational Complexity of Distributed
System Design 78
Organizing Multisilo Projects 80
Project Oversight 88
Organizational Variations for Project Oversight 95
Key Organizational Questions 98
Suggested Reading 98
The Project Manager 99
The Business Process Architect 101
The Systems Architect 102
Project Leadership Team Responsibilities 103
Organizational Variations for Project Leadership 108
Key Project Leadership Questions 110
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
Key Organizational Questions 129
The Challenge 132
The Solution: Total Architecture Synthesis 134
Manage Risk: Architect as You Go 141
Key Project Lifecycle Questions 142
Suggested Reading 143
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
Key Process Design Questions 181
Suggested Reading 181
The Project as a Dialog 184
The Project Charter 186
Considerations in Structuring Projects 194
Key Project Risk Management Questions 198
Suggested Reading 198
The Risk of Failure 200
The Risk of Error 208
The Risk of Delay 210
Key Business Process Risk Reduction Questions 212
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
Key SOA Risk Reduction Questions 227