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CTO and Co-Founder, MuleSource, says that in today's world, the traditional top-down philosophy for SOA is outmoded and outdated and urges for a more practical real-world approach to governance and SOA in general.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.
Rick Sweeney shares his views on getting started with SOA Governance. The problem, he explains, is how do you transform a culturally entrenched legacy process of governance based in traditional “stove-pipe” application design to a process that achieves the benefits of SOA? His answer is to adopt a “horizontal” and “vertical” governance approach.
In this article, Kjell-Sverre Jerijærvi presents with enough detail Microsoft’s SOA Maturity Model (SOAMM) which can be used to evaluate the maturity of a SOA implementation.
A number of SOA authors and analysts have been making their predictions for where SOA will be going in 2009. Common amongst them are the increasing use of small-scale bottom-up SOA developments, cloud meeting SOA (and maybe taking over some of its hype) and the adoption of open source as a way to cut costs as well as drive adoption.
In the Wall Street Journal, Sam Culbert argues that annual performance and pay reviews are at best dysfunctional. He sees their primary purpose as "intimidation aimed at preserving the boss's authority and power advantage". Jeff Sutherland, Mary Poppendieck, ... offer alterantives
Does SOA Governance means to you "visions of endless meetings and committee reviews"? Steve Stefanovich argues that "You might already practice governance and don’t even know it" and that "a reorientation and formalization of many of the things good software architects have been doing all along" might help your SOA initiative.
In this article, Todd Biske, an Enterprise Architect working for a F500 company, provides his guidance to implement a successful SOA Governance organization. He recommends a 3 step process focused on policy definition and enforcement. He also provides his perspective on the role of a SOA Center of Excellence with respect to Governance.
MuleSource, a provider of open source service oriented architecture (SOA) infrastructure software, announced the general availability of Mule 2.1 Enterprise and Mule Galaxy 1.5.
Prabhakar Mynampati, an Advisory Architect at IBM, published last week an article detailing 6 SOA Governance business processes. The article includes a BPMN-like process definitions, rationales and benefits of adopting more formal approaches to SOA Governance.
HP announced the release of HP SOA Systinet 3.00, their SOA governance solution.
The results of SOA case study competition, conducted by SOA Consortium and CIO magazine are showing common themes in SOA implementations. The include strengthening of business IT alliances as the main factor for implementation success and definitions of specific, confirmed by real numbers, business benefits, , as a measure of this success.