In his new post, Ganesh Prasad tries to describe the most complex issues of an SOA implementation and provides recommendations on how to solve them.
Mike Kavis, wrote an article for the SOA institute in which he characterizes the success of any SOA implementation into four factors people, process, technology, and business. He believes that a good management strategy is to create and communicate a roadmap that plots out key deliverables in each of these areas.
Once all your teams use Agile and are busy implementing local improvements, what happens to the larger organization formerly called "IT" or "Systems Development"? A coach with a large Agile program shared the strategy they designed to let the larger community spot trends and benefit from all this learning. Paulo Caroli calls it "Retrospective of Retrospectives".
The Open Group released last week two new industry standards: The Open Group Service Integration Maturity Model (OSIMM) and SOA Governance Framework.
Last month the Open Group made available their SOA Source Book. They describe it as “a collection of source material produced by the SOA Working Group for use by enterprise architects working with Service-Oriented Architecture”
Microsoft Released the May 2009 CTP of the Managed Services Engine (MSE) with source code that is available at Codeplex. The CTP is minor update to the February Beta release.
Show me the money - cost justification of Agile migration is a thorny issue. Agile approaches are more successful, deliver value sooner and produce better quality products, but how do we prove it? This article discusses measurements and presents results that help to justify adopting Agile methods.
InfoQ had the opportunity to review the new book “SOA Governance: Achieving and Sustaining Business and IT Agility” and interview its authors Clive Gee, William A. Brown, Robert G. Laird, Tilak Mitra.Topics covered include the role of reuse in SOA, SOA governance tooling, Business/IT alignment, etc.
Traditional project governance is used to describe the rules and processes that need to exist to ensure a successful project. At first glance the concept of governance and Agile seem to be incompatible however, most Agilists would agree that just enough governance might do more good than bad for the Agile project.
"Enough wrangling over whether SOA is dead, or is thriving, or never even existed, or crashed somewhere near Roswell, New Mexico. The indisputable fact is many organizations are now working toward service orientation for at least part of their business application offerings, and this will only grow.", says Joe Mckendrick, so where do we go from here?
Pierre Bonnet, CTO of Orchestra Networks, argues that information systems are too opaque and not agile enough. He claims this is the main reason why "healthy" multinationals can collapse within months as they take on too much risk. He suggests that information systems be rated on how they manage master data, business rules and business processes.
In an article on SOA Governance, Ross Mason, CTO and Co-Founder, MuleSource, says that in today's world, the traditional top-down philosophy for SOA is outmoded and outdated and urges for a more practical real-world approach to governance and SOA in general.
IBM just published the draft of a RedBook titled "Business Process Management enabled by SOA". The RedBook provides a general methodology which aims at aligning Process, IT and SOA governance to support BPM initiatives. The methodology defines a series of workstreams which are developed over a traditional project lifecycle.
This article proposes a new Message Type Architecture to help manage the message formats in a SOA. The approach based on two related DSLs, one for the Enterprise Data Model and one for the Message Types, promotes reuse and helps aligning the Data and SOA governance processes.
Harvinder Kalsi, lead architect at CISCO, shared artifacts, anecdotes and tips covering their four-step maturity process, major design concerns, and SOA platform at the last SOA consortium meeting. He also spoke about SOA success factors across people, process and technology dimensions, including the importance of business participation and business ownership of processes, policies and rules.