Many organizations seem to hit the brick wall on SOA when one of four things happen:
1. Their isn't a critical mass of SOA enthusiasts
2. No one will pay for SOA infrastructure
3. No model for funding or governing shared services exists
4. Doing SOA right requires a reorganization of I.T.
Simple SOA is primarily directed at the 4th problem. Most I.T organizations have groups that "own applications" or dare I say, they "own monolithic, tightly coupled applications" - they don't own "shared services" (business or technical). Doing SOA right usually requires a new I.T. reporting structure but this can be a SLOW process.
So, the second concept I'm promoting is the use of an SOA Steering Committee.
As I mentioned in my last post, an early (and easy) step to take is having project teams leveraging the enterprise disciplines. Application architects should be working with their counterparts in EA, etc. Once the project teams begin communicating with the enterprise disciplines, the natural progression is to get all of the enterprise disciplines talking to each other.
The agenda for a typical SOA Steering Committee is:
10 minutes - The status of the SOA Roadmap: what is done and what isn't
20 minutes - A review of any new artifacts or SOA deliverables
20 minutes - A discussion on problems that the project teams are encountering
10 minutes - Recommended changes to the SOA Roadmap
It's a simple meeting that is cross-discipline. The team uses a program plan (SOA Roadmap) to keep a list of initiatives visible. The roadmap remains 'agile' and reacts to findings in the field. A fundamental goal of the team is to address issues that pop up quickly and to take decisions back to their respective teams.
In the beginning the team will likely meet often (every 2-4 weeks) and as the program matures the team will probably meet quarterly or until stabilization is realized.
Tuesday, February 27, 2007
Many large organizations are trying to figure out their new processes around SOA. I've been involved in a handful of these efforts. Typically this will involve a cross-discipline team who reviews current processes (RUP, ITIL, COBIT, etc.) to determine what must change in a service oriented world. Although I fully support this model, I've also noticed that this is a LONG and difficult road. This got me thinking... how do you do "starter SOA"?
Of course, I'm less interested in the technology/architecture side of SOA and I'm more interested in the people/process side. We have literally hundreds of modified SDLC processes that depict changes to support SOA. It's great stuff. But I've determined that it is too much to convey the basic idea of what we need to get done. This led me to create a simple picture about what I believe is at the heart of the SOA issue.
The basic idea that I'm suggesting is this:
1. Don't roll out all of the updated disciplines at once - pick a few key disciplines and insert them into the process.
2. Attack three specific areas: Portfolio Mgmt, Enterprise Architecture and Information Management.
Again, this won't solve all of your SOA problems but it will solve many of the problems related to 'Master Service Management' and basic SOA Governance. As this simple process becomes part of the regular work stream you can begin bringing in more and more disciplines like Operations, BPM specialists, Shared Service Groups, etc. My primary warning is don't wait until you have ALL your ducks in a row to get started - it may never happen.