| Title: |
Business-Driven SOA Part 2 |
| Author: |
Richard Veryard |
| Publication Date: |
10 June 2004 |
| Report Type: |
Journal |
| Report Class: |
Best Practice |
| Abstract: |
In last month’s Journal, we introduced a New Theory of Service-Based Design, inspired by the work of Christopher Alexander. This month, we develop this approach in more detail, and place it into a practical governance framework for SOA. We identify six key challenges for effective SOA. (Similar challenges can be found in the field of Urban Design – as explored recently by Pat Helland of Microsoft.) Our SOA Governance framework contains practical guidance for addressing these challenges.
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| Backgrounder: |
The service-oriented business is configured as a continuous fabric of services – “the corporate web”. This can never be achieved in one large ambitious project. It is achieved progressively through a continuous stream of small and medium projects.
In the organic planning approach, order and coherence emerges from distributed activity, with no central design authority. However, some governance is needed to maintain architectural order. Each unit of procurement, development or maintenance activity is regarded as a project. Project outputs are constituted as services. Each project contributes something positive to the emerging corporate web of services.
SOA Governance is required to ensure that each project satisfies the global demands of the corporate web, and ensure that there is a well-balanced mix of projects – different types as well as different scales (large, medium and small).
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| Report Size: |
9 Pages |
| Report Access Type: |
 | Silver/Gold (Premium) |
|
| Available for separate purchase |
Single copies of recent CBDI Journals may be purchased |
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