| Title: |
SOA Project Management Part 2: |
| Author: |
Paul Allen |
| Publication Date: |
17 October 2007 |
| Report Type: |
Journal |
| Report Class: |
Best Practice |
| Abstract: |
This is the second of two articles that look at evolving management practices for SOA related projects and programs. In the previous article we reported on some early experiences and provided some practical pointers. We look at how one organization has progressed beyond early learning to more directly align SOA with business programs and look at the project management lessons learned. We then analyze the experiences reported from the field – from both articles - and crystallize these into an overall framework. Finally we look at how the SAEtm Process can be used to support the required changes, at how it can be tailored and adapted using the idea of “process patterns” with a step by step illustration.
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| Backgrounder: |
Talking to members and in our visits to many organizations we find that many “SOA projects” are in fact Proof of Concept projects that seek to prove technical feasibility of implementing various standards and platforms associated with SOA. At the same time we find that SOA concepts and techniques are highly instrumental in many of their IT projects and programs. In this article we recap some of the lessons learned through the early learning stage of SOA project management that we detailed in the previous article, before focusing in on some of the post early learning experiences of Queensland Transport (QT).
We then move on to distil the experiences into desired capabilities and map these capabilities on to what emerged as the two key dimensions of the topic: the separation of provide/consume activities and the distinction between program management and project management. The resultant capability table provides a useful framework for the development of SOA project management capabilities.
While the framework provides a useful checklist for guiding the evolution of SOA project management as a discipline it does not address the “how to” of SOA projects and programs. The idea of process patterns, introduced in the final section of this article, builds on experiences gleaned so far to give readers a “jump start” in applying SO process concepts with particular attention to current practices.
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| Report Size: |
14 pages |
| Report Access Type: |
 | Silver/Gold (Premium) |
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| Available for separate purchase |
Single copies of recent CBDI Journals may be purchased |
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