SOA Governance

Name: SOA Governance | Achieving and Sustaining Business and IT Agility
Brand: IBM Press
Availability: OnlineOnly

Achieving and Sustaining Business and IT Agility

William Brown Robert Laird Clive Gee Tilak Mitra(Autor*in)

IBM Press

1. Auflage

Erschienen am 19. Dezember 2008

416 Seiten

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William A. Brown is a Master Sr. Certified Executive IT Architect with IBM Global Business Services, Enterprise Architecture & Technology Center of Excellence, and the SOA Center of Excellence. He is the SOA Governance SGMM global lead and the lead author of IBM's SOA Governance and Management Method (SGMM), SOA CoE Offering, white papers, presentation, and technique papers on SOA governance. Mr. Brown specializes in SOA governance and enterprise architecture, about which he continues to write articles, provide education, mentor, teach, present, develop assets, and deliver solutions to customers worldwide.

Robert G. Laird is an architect with IBM in the SOA Advanced Technologies group, performing worldwide consulting for IBM customers in the area of SOA governance, SOA architecture, and telco architecture. He has previously coauthored Executing SOA for Pearson Publishing, and has also written white papers and articles on SOA and SOA governance. He has more than 30 years of industry and consulting experience. Bob worked at MCI (a U.S. telco) as the chief architect, where he led the Enterprise Architecture group and the creation of an SOA-based single-stack strategy for multiple legacy applications and networks, and led automation projects in network management, provisioning, and restoration. He also consulted nationally for American Management Systems.

Clive Gee, Ph.D., one of IBM's most experienced SOA governance practitioners, recently retired from his post as an Executive Consultant in the SOA Advanced Technologies group. He has worked in IT for more than 30 years, during the last few of which he led many SOA implementation and governance engagements for major clients all around the world, helping them to cope with the complexities of successfully transitioning to SOA. He now lives in Shetland, United Kingdom, but travels widely and does freelance consulting, especially in the area of SOA governance.

Tilak Mitra is a Senior Certified Executive IT Architect with IBM Global Business Services working very closely with the worldwide SOA Center of Excellence group in IBM. He specializes in SOAs, helping IBM in its business strategy and direction, fostering the maturity of SOA in the company. He also works as an SOA subject matter expert and architect, helping clients in their SOA-based business transformation, with a focus on complex and large-scale enterprise architectures. His current focus is on building SOA solutions for the chemicals and petroleum industry to optimize oil drilling and refinery processes. He has coauthored Executing SOA for Pearson Publishing, and has written several white papers and articles on SOA and SOA governance. He is a contributing editor of the Java Developers Journal (JDJ).

Inhalt

Introduction: A Services Approach 1

Benefits of SOA 2

What Goes Right? 4

What Goes Wrong? 6

Conclusion 9

Chapter 1: Introduction to Governance 11

Defining Governance 12

Corporate Governance 14

Enterprise Governance 15

IT Governance 15

SOA Governance 16

SOA Governance Paradigm 18

IT Governance Reference Sources 22

ITIL-Information Technology Information Library 23

IT Governance Institute' (ITGI) version 4.1 of Control Objectives for Information and Related Technology (COBIT) 24

The SOA Governance and Management Model 25

SOA Vision 26

Governance Processes 27

Processes to be Governed and ESB Services Processes 30

Governance Mechanisms 33

Principles, Policies, Standards, and Procedures 33

Monitors and Metrics 34

Skills 35

Organizational Change Management 35

Infrastructure and Tools 35

Case Study Background 36

Company Background 36

Business Goals 38

Conclusion 40

Chapter 2: SOA Governance Assessment and Planning 41

Setting the Vision 42

What Distinguishes the SOA Winners? 43

Antipatterns: Common SOA Pitfalls 46

SOA Governance Capabilities 50

Plan & Organize 50

Program Management Controls 53

Service Development Lifecycle 54

Service Operations 56

Understanding the Patient's History 57

Understanding the Patient's Symptoms and Diagnosing the Root Causes 60

Program Management Controls 64

Service Development Lifecycle 66

Service Operations 67

Determine the Patient's Ability to Accept the Treatment Needed to Effect a Cure 68

Organization Type 69

Suitability Considerations 70

Determining the Governance Priorities and Near-Term Goals 73

Case Study 84

SOA Planning Assessment 84

Conclusion 88

Chapter 3: Building the Service Factory 89

How to Succeed with SOA 90

A Divide-and-Conquer Approach to Managing Complexity 91

The Case for Creating a Service Factory 94

Populating the Service Factory: Roles and Responsibilities 97

The SOA "Plan & Organize" Domain 114

SOA Plan & Organize Domain Work-Product Definitions 121

The SOA Program Management Controls Domain 146

Program Management Controls Domain Work Product Definitions 152

Case Study 161

Service Transformation Planning 161

Conclusion 163

Chapter 4: Governing the Service Factory 165

Essential Competencies for Succeeding with SOA 166

Effective Requirements Collection 166

Competency in Service Design 167

Competency in Service Development 167

Competency in Service Testing and Deployment 168

Competency in Operational Management and Monitoring of Services 168

Service Development Lifecycle Control Points 168

Business Requirements and Service Identification Control Point 172

Solution Architecture Control Point 173

Service Specification Control Point 174

Service Design Control Point 174

Service Vitality Control Point 177

The Service Development Domain 178

Key Capabilities Needed to Govern Service Development 179

Service Development Domain Work Product Definitions 183

The Service Operations Domain 201

Key SOA Governance Tasks Involved in Operating Services 201

Service Operations Domain Work Product Definitions 203

Case Study 209

Service Development Lifecycle Controls 209

Control Gates for Ideation 210

Conclusion 217

Chapter 5: Implementing the SOA Governance Model 219

A Model for SOA Governance 220

SOA Governance Staffing 221

SOA Governance Implementation Timeline 223

The Plan Phase 223

Activity 1.1: Project Startup 224

Activity 1.2: SOA Business Discovery 227

Activity 1.3: Determine IT Governance Environment Readiness 229

Activity 1.4: Define Scope of SOA Governance and Management Model 231

The Define Phase 235

Activity 2.1: Refine SOA Principles 236

Activity 2.2: Modify the Existing Governance Organizational Model and Create the SOA CoE 237

Activity 2.3 Define or Modify Governance Processes 240

Activity 2.4: Define Processes to Be Governed and Close SOA Governance Capability Gaps 242

Activity 2.5: Define SOA Governance Infrastructure and Tools 245

Activity 2.6: Create SOA Governance Plans 247

Enable Phase 249

Task 3.1: Execute Enable 250

Measure Phase 256

Activity 4.1: Execute Measurement 257

Case Study 260

Service Processes, Organizations, Roles, and Responsibilities 260

Service Ownership and Funding 263

Conclusion 264

Chapter 6: Managing the Service Lifecycle 265

Preparing for the Requirements Capture and Service Identification Control Point 267

Capturing Requirements "Top Down" 267

Capturing Business Requirements "Bottom Up" 270

Service Identification 271

Preparing for the Solution Architecture Control Point 277

Preparing for the Service Specification Control Point 278

Preparing for the Service Design Control Point 279

Preparing for the Service Realization Control Point 281

Preparing for the Service Testing Control Point 282

Preparing for the Service Certification and Deployment Control Point 283

Preparing for the Service Vitality Control Point 285

Service and Process Lifecycles: Overview 285

Regulating Service Granularity 287

Step 1. Are the Candidate Operations Tasks or Services? 288

Step 2. Can the Candidate Operations Be Automated? 294

Step 3. Are the Candidate Operations Really Reusable? 295

Step 4. Are the Scopes of Each Candidate Operation Realistic? 297

Step 5. Does Each Candidate Operation Have Visible Business Value? 299

Notes on Granularity of Data-Related Services 299

Managing Service Versioning 301

Designing Future-Proof Services 302

Communicating with Service Consumers 303

Case Study 304

Service Certification 304

Conclusion 307

Chapter 7: Governance Vitality 309

Goals and Measurements 310

Governance Reporting 318

Feedback for Continuous Improvement 321

Case Study 325

Service Governance Vitality 325

Case Study Conclusion 328

Conclusion 328

Chapter 8: SOA Governance Case Study 329

Introduction: Case Study Background 330

SOA Governance Assessment and Planning 333

SOA Planning Assessment 334

Building the Service Factory 337

Service Transformation Planning 337

Governing the Service Factory 340

Service Development Lifecycle Controls 340

Control Gates for Ideation 341

Implementing the SOA Governance Model 348

Service Processes, Organizations, Roles, and Responsibilities 349

Service Ownership and Funding 351

Managing the Service Lifecycle 353

Service Certification 353

Governance Vitality 356

Service Governance Vitality 357

Conclusion 360

Appendix A: Glossary 361

Appendix B: References 371

Index 373

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