Chapter 12: The Organizational SOA Roadmap

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Chapter 12 The Organizational SOA Roadmap

• LaShondria Holley

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Overview

• Chapter 12 describes the organizational aspects
  of introducing an SOA on the enterprise.
• It takes a close look at the political aspects of
  SOAs, such as the obstacles that block their
  successful adoption in an enterprise, and
  strategies and tactics to overcome these
  obstacles.

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Stakeholders and Potential Conflicts of Interest

• CEO Broad of directors
• Business units
• CIO
• Technology Architecture Broads
• IT Projects
• IT operations

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Stakeholders and Potential Conflicts of Interest

• CEO and the board of directors are responsible
  for high-level strategic decisions
• Business units drive functional requirements
• CIO have to make good arguments to defend
  investments

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Stakeholders and Potential Conflicts of Interest

• Technology and architecture boards aim to
  introduce standards that allow for reuse of
  technology.
• Project managers have interest in getting their
  projects completed.
• Operations manager have interest the Total Cost
  of Ownership (TCO)

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Obstacles to Investments in IT Infrastructure

• Difficulty of providing predictable and
  verifiable Return of Investments (RIO)
• Frequent changes in functional requirements
• Different interest between IT and operative units
• not invented here syndrome

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Not Invented Here Syndrome

• Tendency for people in the IT department not to
  trust other people technology.

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ROI a hard sell

• The return on investments (ROI) is a major key
  performance indicator (KPI) for the board to
  approve major investments.

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ROI a hard sell

• There are many reasons why ROI is a hard sell
• Return of infrastructure investments materializes
  in higher process efficiency and smaller future
  investments.
• IT infrastructure projects have a history of
  unfulfilled promises
• Management favors short-term benefits

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Steps of SOA roadmap

• Problem Recognition
• Vision
• Plan
• Decision
• Pilot
• Review
• Enterprise-wide roll-out and guidance

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Four Pillars for Success

• Budget
• Project
• Team
• Buddies

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Four Pillars of SuccessBudget

• Budget is very important for a successful
  introduction a new technology.
• Needed to compensate for initial overheads cause
  by SOA.

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Four Pillars of Success Project

• The chosen project be visible.
• The functionality provided by the implemented
  services should be widely used by the enterprise.
• Project should not run longer than 2 or 3 years

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Four Pillars of SuccessSOA Team

• SOA teams should focus on how to best support and
  establish the SOA in the enterprise.
• SOA teams have evangelist whose task is to
  explain the benefits of the SOA.

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Four Pillars of SuccessBackers and Buddies

• Backers and Buddies are those who support SOA
  within an enterprise.

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Building Blocks of a Successful Introduction

• Whitepapers
• SOA board
• Multi-project management
• Standard processes
• Support of all actors

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ConclusionRecommendations for the SOA
Protagonist

• Solid foundation
• Establish processes, structures, and standards
• Enforce substantial change
• Ensure business involvement
• Focus
• Evangelize
• Cope with open or concealed opposition
• Compensate overhead
• Ensure visibility