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S90-04A - SOA Project Delivery & Methodology - Dump Information

Vendor : SOA
Exam Code : S90-04A
Exam Name : SOA Project Delivery & Methodology
Questions and Answers : 100 Q & A
Updated On : April 22, 2019
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S90-04A Questions and Answers

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S90-04A SOA Project Delivery & Methodology

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S90-04A exam Dumps Source : SOA Project Delivery & Methodology

Test Code : S90-04A
Test Name : SOA Project Delivery & Methodology
Vendor Name : SOA
Q&A : 100 Real Questions

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SOA SOA Project Delivery

mission-Oriented SOA | killexams.com Real Questions and Pass4sure dumps

this article introduces an outstanding technique for moving your SOA application forward through an incremental, undertaking-primarily based approach.

this article was at the beginning posted within the SOA magazine (www.soamag.com), a booklet formally linked to “The Prentice corridor carrier-Oriented Computing sequence from Thomas Erl” (www.soabooks.com). Copyright SOA methods Inc. (www.soasystems.com).

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summary: tasks are the lifeblood of an IT department. well-nigh every thing in it is measured through a venture lens. SOA, because of its international-centric nature, is frequently viewed as incompatible with project-based software delivery lifecycles. hence, most groups find themselves with the dilemma of the way to without problems develop an SOA initiatives and proceed to carry tasks on the same time.

The solution is to combine provider lifecycle administration, architecture, SOA governance, funding, and SOA metrics into a single complete application. The most excellent goal is to be sure that via addressing mission wants services are being effectively designed and applied and that leverage takes region and is verifiable and that the ordinary SOA program pursuits are being completed. this article introduces a fantastic method for relocating your SOA application ahead via an incremental, challenge-primarily based method.

Introduction

every person, from the CEO to the developer, is familiar with the advantages of SOA and why it would be used. although, many agencies nonetheless combat with questions about how to appropriately birth, shape, and increase an SOA program. Even with careful and skilled assistance, SOA initiatives face mounting challenges. the most crucial barrier to SOA success is the very simple unit of IT operations – a mission. projects are the oldest and most widely permitted method to convey work in an IT corporation. projects are time bound and oriented towards delivering certain consequences for confined audiences. SOA initiatives span distinctive businesses and corporations and are geared against addressing the broad needs of leveraging present property or creating new reusable property. accordingly, undertaking-based work is essentially considered incompatible with SOA.

Most groups which have launched into the SOA experience discover themselves within the unenviable place of trying to reconcile tactical undertaking work with the strategic SOA initiatives. venture work requires start of customized functions or third party packages, whereas SOA’s purpose is to establish a base of reusable functions. tasks handiest care about their necessities. Shared capabilities need to take the requirements across diverse initiatives under consideration to be really reusable. challenge’s funding comes from the road of business (LoB) that is meant to benefit from it. when you consider that SOA efforts can span varied LoB’s, a single corporation can also no longer be the fundamental funding supply. Merging these diametrically opposing views into a complete approach has proved tricky for many IT retail outlets.

The methodology outlined in this article bridges the gap between project work and SOA. It introduces a collection of ideas that now not handiest enable the projects to obtain their desires however also promote the introduction and reuse of shared functions. moreover, it addresses the funding, reward, and enforcement issues which are imperative to obtain both assignment and SOA objectives.

The service ownership difficulty

some of the biggest political limitations dealing with SOA in any company is service ownership. considering task groups force the delivery of customized code or integrations, they agree with that it is their area and responsibility to build features that tackle venture wants. outside teams are seen with mistrust, even if they work alongside the task team (as an example, code created through others is often pushed aside or brushed aside). project teams trust themselves the experts on the subject enviornment covered through the undertaking requirements whereas disregarding the advantage that exists backyard of the crew.

possession will also be a touchy subject. Many venture teams and IT managers subscribe to the silo mentality the place they consider the whole stack – from the UI all the way down to the statistics sources – as their property. as a consequence, they agree with any capabilities, shared or no longer, that address challenge or utility wants as part of the complete stack. Any discussion or initiative that can also be construed as an infringement on their territory can set off irrational habits or illogical conversations. regrettably, the fact of it's regularly such that empire building and territorialism are seen by way of the center administration as the premiere means against success.

in an effort to become a hit with SOA, IT agencies must ruin these silos. Shared functions that can also be consumed by means of a few projects must be owned and managed one after the other. features need to be considered impartial application products that have their own lifecycles distinct from these of projects or applications they serve. Their code must be kept one at a time from other code. They need to have their own verify instances and examine suites. Shared functions should reside on a committed, independently scalable infrastructure to be sure appropriate levels of responsiveness, scalability, and efficiency. Ideally, even the information accessed by using the shared features need to be commercial enterprise caliber and reside on an business scalable infrastructure. figure 1 depicts how an important SOA infrastructure should still seem following these guidelines.

Figure 1

figure 1: An "foremost" SOA infrastructure ambiance.

one of the most crucial explanations for breaking down silos and managing functions independently is incongruence between SOA and undertaking goals. projects most effective care about their own timelines and objectives. If a project or utility team creates a service and assumes ownership over it, the equal team will should be chargeable for making adjustments mandatory by way of its future patrons. it'll have to address new requirements that are coming from a special crew, conform to that group’s timeframes, and ensure that alterations don't influence current patrons. These tasks symbolize a complete departure from normal project desires and therefore are conveniently no longer be adhered to in lots of cases. because of this, the decentralized ownership of functions finally ends up resulting in expanded duplication and an overall failure of the SOA application.

a way to address this challenge is obvious – create a centralized team liable for shared provider design, building, checking out, and support. it's going to take accountability for reconciling the entire carrier-linked necessities, designing capabilities to handle them, establishing and implementing SOA requirements, making certain relevant scalability of services, and managing the features as impartial application items. Gartner regularly calls this classification of a crew the mixing Competency core (ICC). This method eliminates the in the past outlined complications and minimizes the undertaking-centric focal point because capabilities are delivered through a separate community whose primary intention is the development of SOA. additionally, a centralized group is more suitable suitable for driving the adoption of shared functions in the most beneficial and effective way.

service Lifecycle administration

Most agencies carry company initiatives via IT tasks. hence, tasks will most frequently pressure the demand for functions. there is, of course, a higher strategy to determine what reusable features are essential, by way of whom, and when. A finished business method mapping will create a clear roadmap for service identification and demand. regrettably, many agencies nonetheless select not to flow in this route and proceed to enable projects to stay the driving force behind provider identification and implementation.

When a carrier is designed and developed to handle particular challenge wants, it isn't fully reusable. New consumers at all times want changes brought to the carrier to conform to their requirements. This usually involves container changes or additions, new operations, addition or removing of main entities, and even competencies enterprise logic changes. The greatest SOA secret is that features are virtually by no means reused as-is – changes and integration charges are nearly unavoidable.

to be able to make capabilities basically reusable and confirm highest leverage, the service lifecycle ought to be centrally managed. The primary team chargeable for the beginning of features should also be charged with service identification, lifecycle administration, and pipelining actions. all the disparate service necessities supplied by way of different initiatives ought to be collected together to create a comprehensive view of the service pipeline and roadmap. figure 2 depicts the relationship between challenge needs and a carrier roadmap.

Figure 2

figure 2: A provider roadmap as influenced with the aid of projects.

the key to the pipelining exercise is correct and well timed advice. this may make it feasible to include diverse venture necessities into the provider that is supposed to be created for a specific mission. If the undertaking timelines are close enough and the necessities are smartly defined, provider designers should still try and encompass as a lot of them as feasible into the existing unencumber. This introduces efficiencies, scalability, and agility into the birth mechanism via amassing techniques and tips gathering across distinct tasks. Centralized and constant carrier lifecycle management can make this a reality.

Minimizing have an effect on of adjustments and Maximizing Reuse

for the reason that alterations to capabilities are inevitable, the structure and design patterns should be based with exchange in intellect. services ought to be designed in such a method that most of the alterations brought as part of its evolution could have minimal, if any have an effect on on its latest patrons. one more aim of provider design should be to maximise service reuse as this represents the cornerstone of SOA. both of these dreams can also be performed by using the service Façade and Concurrent Contracts design patterns [REF-1] along side a canonical modeling method.

Canonical modeling is a widely known and based approach for abstracting carrier patrons from the backend facts sources and introducing a typical entity representation. Many SOA proponents agree that canonical modeling is a critical element in the success of the SOA application. A canonical, or common, mannequin makes an attempt to set up a single, consistent illustration of all of the entities that can be passed via a shared provider. This illustration should be independent from the backend information structures and service consumer specifics, on the way to minimize the influence on patrons when either one adjustments. moreover, because LoBs may also symbolize the equal entities in a distinct way, a single canonical mannequin will help reconcile these transformations and allow diverse materials of the firm to talk the same language. This, in turn, maximizes the skills and precise reuse of services constructed throughout the business.

The provider Façade pattern is used to cut the have an effect on of carrier alterations on its patrons. each service, even if it is built using a canonical model or not, should expose a façade interface by way of Concurrent Contracts selected to each and every client. patrons would not entry the carrier without delay however fairly via its exposed façade contract. each and every façade may still be designed in such a means that it gifts facts in a form comfortably understood and ingested via particular person or group of provider buyers. determine three indicates how the façade pattern may still be used to design and build shared features.

Figure 3

determine 3: The service Facade pattern in motion.

because every façade contract is selected to 1 or many provider buyers and doesn't expose inside (canonical) provider contract, alterations to the provider implementation or even to the canonical mannequin will have minimal, if any have an effect on on the client. The mappings between the façade contract and canonical constitution may need to be up to date however this pastime could be clear to the consumers. From their standpoint, no alterations will take vicinity. The service Façade pattern additionally ensures maximum reuse of the service since the same service example is being used under the covers despite the fact that varied façade interfaces may well be exposed.

SOA Governance

all the most excellent procedures and architectures cannot be beneficial if they aren't being adopted. here is where governance comes into play. setting up and imposing positive governance mechanisms and methods is paramount to the success of any SOA program. The secret's to ensure minimal overhead, optimum compatibility with the existing IT governance techniques, and high stage of synergy with all the utility construction Methodologies (SDM) being adopted within the corporation. The success of the SOA software is dependent on how efficient it is, how carefully it can also be integrated with the current processes, and the way strongly its thoughts may also be enforced.

SOA governance and the mission-primarily based IT tradition are mostly incompatible. SOA governance inserts checkpoints into the usual move of software construction, while projects are essentially involved with hitting their timelines in any respect charges. If the governance mechanisms detect an issue and ask a venture to make changes, this may result in unpleasant conversations at even the government stage. Confrontations like these may frequently be unavoidable; besides the fact that children, the optimal strategy to ensure that each governance and venture goals are met is to obtain visibility into the assignment pipeline as early as viable and have an impact on each assignment’s course to be according to the based SOA guidelines. SOA governance doesn’t must be focused essentially on enforcement and catching non-compliers however as an alternative should still concentrate on exploiting synergies with the already based SDM approaches and influencing the options.

figure four depicts a sample SOA governance method that will also be employed to fulfill both assignment and SOA program dreams. observe that it's designed to be quite simply integrated with the regular waterfall SDM. The governance checkpoints are very light and might be accomplished in a brief length of time, so that tasks don't lose valuable time navigating complex governance strategies. on the identical time, however, the entire governance steps are timely and ensure appropriate compliance all through the software beginning system. they are designed with have an impact on, no longer enforcement in mind.

since all of the tasks that utilize present or create new services should comply with these governance mechanisms, many goals of first rate SOA governance can be achieved. Getting exposure to the critical initiatives as early as the evaluation phase offers the capability for SOA governance to affect their route. This also permits the Shared features crew to profit insight into the finished services pipeline, accumulate all of the connected necessities collectively, and plan provider releases accurately. every governance checkpoint represents a chance to validate even if outdated techniques had been implemented and, if no longer, reject the assignment from moving forward. most importantly, the SOA governance technique should still be given an opportunity to absolutely shut the loop on all the changes or new features being deployed, which should still be represented in the formal approval or rejection of relocating the code into production.

one more crucial aspect of the SOA governance system it is depicted on figure four however no longer yet discussed is the role of the Registry/Repository (RegRep). each and every checkpoint prompts an action concerning provider registration or advertising. this is indispensable now not simplest to document a real state of the carrier however also to formalize and automate the complete SOA governance technique. Many RegRep tools include governance automation capabilities. Exploiting them is extraordinarily useful when you consider that it streamlines the whole system and eliminates inefficient guide steps. setting up a policy that each one functions have to be registered to be consumable closes any loophole tasks can try to make the most. seeing that registration and promotion steps are tightly coupled with the SOA governance checkpoints, which deserve to be performed by an unbiased birthday party, initiatives do not need an alternative to sidestep any of them. in the event that they do, capabilities will readily seem like unavailable for consumption or in a state incompatible with the mission needs. eventually, registries may also be used to assemble run-time provider utilization metrics, the magnitude of which is mentioned almost immediately.

service Funding

Funding for the SOA program should still come from a imperative supply. it is going to cover every little thing from the shared infrastructure, technology, equipment, and methodologies. the place the funds comes to construct particular person capabilities, besides the fact that children, presents a much bigger problem. since tasks are the basic drivers in the back of demand for capabilities, particular consideration should still be given to challenge needs and budgets. As mentioned prior, particular person carrier’s pipeline and roadmap may still be independent from those of a assignment. as a result, carrier design and implementation can include extra necessities that fall backyard of the undertaking scope. yet another average task-related difficulty stems from the shared nature of capabilities. it is unfair to burden a challenge with the full charge of a carrier that might be utilized by means of a couple of other buyers.

There are three possible ways to tackle the provider funding issues.

  • Make the first assignment to build a service supply the comprehensive funding
  • establish a imperative funding source in an effort to cowl all service design and construction prices
  • supply supplementary funding to tasks constructing functions
  • If option 1 is selected, a number of strategies for recouping the preliminary funding can be used.

  • don't recoup the funding
  • area a surcharge on each instance of service leverage
  • charge a small payment for each and every carrier name
  • As mentioned above, it is unfair for the mission to lift the complete costs of the carrier build-out, especially if it comprises extra requirements. thus, unless the assignment implements one of the crucial alternatives to recoup its initial investment, funding choice #1 isn't going to be attainable. no longer recovering the cash is not a sensible option both because it does not incent the projects to construct in reality reusable features. The different can charge recuperation suggestions may additionally work but require special metrics to be captured on the carrier leverage and/or transactional volume.

    establishing a imperative funding source for all projects to use when building reusable features is doubtless the most useful strategy. Few agencies, besides the fact that children, can be willing to jot down what in essence would be a clean assess for the tasks to use in their provider start efforts. The probability for abuse and misappropriations can be too tempting. except amazing governance and handle mechanisms are in vicinity, this funding formula will most likely become costing the enterprise extra cash and supply unrealistically small return on investment.

    featuring supplementary funding to projects constructing services is doubtless essentially the most realistic method. A relevant fund needs to be established to cowl the efforts falling outside of the assignment scope. in view that shared functions would usually include different tasks’ and business necessities, the genuine charge ends up being bigger than what tasks budgeted for his or her wants. for this reason, the easiest way to distribute supplementary funding is to allow the tasks to pay for performance already covered in their budgets and cover the entire further fees throughout the relevant fund.

    whatever thing the funding approach is used, it needs to be carefully administered. a party not worried in everyday project work is surest acceptable to play the executive role. The Shared functions team is the undoubtedly candidate to handle the finances and use it appropriately to additional the SOA program adoption, boost carrier leverage, and stay away from political influences.

    SOA Metrics

    as soon as the SOA application is up and working, its effectiveness, degree of adoption, and results deserve to be measured. This will also be done in the course of the collection and communique of the critical metrics. probably the most everyday SOA measurements are the number of features created, volume of carrier reuse, and price avoidance/reductions.

    for the reason that the relevant Shared services crew has an entire view of all the current and future carrier creation or reuse alternatives, it is in the most fulfilling position to assemble and file on the metrics. with a purpose to accumulate correct metrics and produce central reports, the following steps should be carried out.

  • catch the entire capabilities which are being created
  • When accomplished, check the charge to construct each service
  • seize all reuse alternatives
  • all the steps above may still be achieved for each and every project that both creates or leverages features. Any modifications to the existing carrier should matter in opposition t the overall charge of the build.

    as soon as the entire data has been amassed, cost avoidance may also be calculated. The simple system for particular person provider cost avoidance as concerning a selected undertaking is provided below.

    provider cost Avoidance = service construct charge – venture’s service Integration can charge

    where

    provider build cost = initial service construct charge + charge of all Subsequent alterations

    To calculate the complete task’s can charge avoidance amount, comfortably add the can charge avoidance for all the functions being leveraged. To forecast the overall knowledge can charge avoidance at any factor of time, multiply the variety of instances each carrier is estimated to be leveraged with the aid of its construct charge and add it all together. when you consider that the mixing expenses for every ongoing or future assignment can handiest be estimated, a standard reuse element will also be applied to the carrier construct cost. eighty% is the usual quantity utilized in these cases. be aware that initiatives growing capabilities should no longer count number towards can charge avoidance.

    In charge avoidance calculations and projections, realizing each service operation in preference to the total carrier reuse will lead to extra accurate effects. To obtain this, current and future reuse alternatives should still be tracked on the provider operation level. This stage of granularity should be would becould very well be tough to obtain, although, especially when holding track of the construct charges. consequently, approximation techniques may also be used that assess the operation build can charge in keeping with some manipulations of the whole service build can charge. Dividing the overall carrier construct cost by means of the quantity of operations produced might possibly be the simplest approach. If tracking is performed at the service operation stage, the cost avoidance formulas above need to alternate to indicate operation rather than carrier particular metrics.

    once metrics are accumulated, they deserve to be disbursed to all the SOA application stakeholders. counting on the company, it can also be IT managers and executives, company executives, and companions. Metrics may still no longer be reported comfortably for the sake of sharing the growth made by the SOA program but fairly to guide SOA application’s desires and impact the habits resulting in achieving them. specific objectives should be set with the aid of the IT executives and metrics may still be used to examine no matter if they've been effectively reached or not. Metrics assortment and reporting may still be carried out via a valuable team with a purpose to make certain that the total system cannot be compromised to misrepresent the truth or serve individual crew’s or group’s pastimes.

    Conclusion

    even with what the expertise companies would like you to believe, SOA is a fancy concept. a couple of points should come collectively to in fact obtain service orientation. loads of work has to be accomplished to set up a a success SOA software. Yet, all of this has to be performed along with offering initiatives. The business does not cease. It does not and cannot stay up for the SOA application to be centered, absolutely developed out, and all of the capabilities delivered. therefore, most SOA programs face the challenge of dealing with tasks whereas at the equal time attempting to deliver on their high degree guarantees.

    To address the SOA and undertaking purpose incompatibilities, service lifecycle management, architecture, SOA governance, funding, and SOA metrics need to be introduced collectively in a finished application. creating a relevant crew to control this procedure will influence in more constant deliverables, greater productive operations, less possibility for political have an impact on, and quicker attainment of SOA benefits.

    initiatives with SOA skills should be regarded part of the overall functions pipeline. Cumulative necessities should pressure provider design and development. The provider structure must be flexible enough to accommodate alterations, lower the impact of provider alterations on the existing consumers, and maximize carrier reuse knowledge. SOA governance should still influence the tasks to make the appropriate decisions and seize non-compliers if critical. A comprehensive view of the challenge pipeline should still make this system streamlined and efficient. particularly certain funding solutions may still eliminate the disincentive for initiatives to build reusable services. ultimately, the SOA metrics should still display the finished results and influence the correct habits. figure 5 demonstrates the connection between the entire challenge-oriented SOA elements.

    these companies that include the assignment-oriented method to SOA will have superior success in SOA adoption and providing consequences. at the end of the day, the company doesn’t care what number of services had been constructed or leveraged. What definitely makes the enterprise executives tick are the earnings, new product introductions, new shoppers, precise mark downs, carried out efficiencies, and every thing else that offers with turning out to be earnings and impacting the final analysis. Enabling business agility is the simple goal of SOA. establishing an strategy that supplies each the SOA software merits and company dreams of quicker time to market and value mark downs will without doubt make IT and the entire company a success.

    References

    [REF-1] SOA Design Patterns (Prentice hall), www.soapatterns.com


    SOA application's Semantics manager Chosen to energy CDISC requisites birth to BioPharma business | killexams.com Real Questions and Pass4sure dumps

    los angeles, Jun 24, 2013 (company WIRE) -- SOA utility, a number one company of API administration solutions, announced these days that its Semantics supervisor Product has been chosen through the medical information Interchange standards Consortium (CDISC) to energy its Shared health And scientific analysis electronic (SHARE) Library venture. CDISC SHARE will provide a worldwide electronic repository for developing, integrating and gaining access to CDISC metadata requisites for medical analysis in digital format. counsel on CDISC SHARE will also be found at http://www.cdisc.org/cdisc-share.

    SOA utility's Semantics supervisor(TM) is a complete metadata and standards management answer that agencies use to without difficulty meet governance, regulatory and necessities compliance (GRC) necessities for assistance mannequin definition and management (e.g., in BioPharma, Finance and many others.), whereas enhancing ordinary company efficiency. Semantics supervisor helps corporations define and align their multiple inner suggestions fashions to both business average definitions and to a standard interior representation. via aligning with business specifications and via mapping statistics to area ideas, organizations can achieve semantic interoperability - a key purpose of any API administration initiative that involves information trade. Semantics manager enables a collaborative, metadata-driven information lifecycle with the aid of offering organizations a centralized, specifications-based mostly metadata repository and governance manner automation platform.

    For the BioPharma business, Semantics manager significantly improves the skill to remember the impact of adjustments to each requisites and operational information representations as they evolve. Semantics manager combines existing requisites (e.g., CDISC, BRIDG and ISO 21090) with a flexible metamodel definition framework that readily contains new requisites. requisites construction companies (SDOs) can leverage the federation capabilities of Semantics manager to immediately disseminate requirements to trade.

    "We at CDISC are delighted to be working with SOA application as our expertise associate on this crucial initiative," pointed out Wayne Kubick, Chief technology Officer for CDISC. "After an intensive assessment manner, it grew to become clear that SOA utility's answer supplied CDISC with the top-quality probability to instantly convey on the promise of SHARE for realizing the various merits of CDISC requirements and improving interoperability with healthcare."

    "we're excited to be chosen with the aid of CDISC and are desirous to use our extensive experience in metadata administration, specially in the context of services and API's, to permit CDISC's vision of semantic interoperability for the BioPharma business," talked about Brent Carlson, SVP expertise, SOA software.

    Semantics manager is constructed on business necessities reminiscent of Object administration community's (OMG) Reusable Asset Specification (RAS) and ISO's 11179 typical for Metadata registries. the base library includes all CDISC Terminologies, CDASH 1.1, SDTM 1.2, BRIDG 3.1, and ISO 21090, giving BioPharma corporations a jumpstart towards aligning their internal suggestions fashions with area necessities and regulatory necessities. As a centralized requirements-based repository, Semantics supervisor provides a single supply of governed content material to implement information standards, tactics and policies while making certain regulatory compliance and efficient information change both across the firm and externally with companions and regulators. content material can also be with ease found and reused by means of extensive in-constructed search mechanisms. Collaboration is built-in as well and is feasible at any level - metadata, governance or at the repository stage, with all movements tracked via a completely configurable audit path that offers suggestions about ancient choices and statistics lineage. more assistance will also be found at http://www.soa.com/options/semantics-administration.

    About SOA utility

    SOA utility's mission is to energy the API economic climate with products that permit our purchasers to plot, construct, run and share APIs via comprehensive cloud and on-premise options for API lifecycle, safety, management and developer engagement. the world's largest organizations together with bank of america, Pfizer, and Verizon use SOA software items to harness the power of their know-how and radically change their organizations. Gartner placed SOA utility within the Leaders Quadrant for the 2011 "Magic Quadrant for SOA Governance technologies." The enterprise is additionally diagnosed as a "chief" with the aid of the Forrester analysis Waves for integrated SOA Governance, SOA administration, and SOA existence Cycle administration. For extra suggestions, please talk over with http://www.soa.com.

    All product and company names herein may well be logos of their registered homeowners.

    SOA utility, Semantics manager, OAuth Server, Lifecycle supervisor, community manager, coverage manager, Portfolio supervisor, service supervisor, API Gateway, and SOLA are trademarks of SOA application, Inc.

    For greater assistance, please contact: pressroom@soa.com

    observe us on:

    Twitter: https://twitter.com/SOASoftwareInc

    fb: https://www.facebook.com/SOASoftware

    LinkedIn: http://www.linkedin.com/business/14301

    RSS: http://www.soa.com/index.Hypertext Preprocessor/information/feed

    YouTube: http://www.youtube.com/soasoftware

    Google+: https://plus.google.com/115586100769032316557/posts

    http://cts.businesswire.com/ct/CT?identification=bwnews&sty=20130624005079r1&sid=cmtx6&distro=nx

    supply: SOA application

    For SOA software Hugh Taylor, 310-383-7041 hugh@hughtaylor.com

    Copyright company Wire 2013


    study from SOA: 5 lessons for the microservices era | killexams.com Real Questions and Pass4sure dumps

    As i discussed in my old article, “Microservice structure is agile application structure,” my preliminary response to microservice architecture became to query how it differed from provider-oriented structure (SOA). i was not by myself in associating these two architectural patterns. in their definitive weblog submit, James Lewis and Martin Fowler blanketed a sidebar that contrasts microservices and SOA. In response, skeptics claimed there have been no differences. And really, influential microservice adopters Amazon and Netflix both mentioned their architectures as service-oriented before the term “microservices” was coined. greater than two years later, the debate over even if microservice structure is or is not SOA has produced a substantial library of articles.

    Why are americans so pushed to evaluate microservices and SOA, and why is there so a great deal passion? besides the fact that children microservices and SOA can be differentiated on many stages -- architectural vogue, implementation examples, linked technologies -- they have performed strikingly an identical roles within the technology landscape. both promised to be transformational, and that they succeeded in attracting adherents who attracted nevertheless more adherents. in brief, whereas each microservices and SOA began as architectures, they subsequently grew to become actions.

    lamentably, these days SOA is frequently considered as a failed move inside business IT, and the injuries are still sparkling for the many americans who invested in it. this is why there's so much passionate interest in comparing microservices with SOA. americans see an analogous promise in microservices, and that they concern a similar disappointment. as a way to understand the context of the microservices-versus-SOA debate, it is essential to retrace the history of the SOA stream: what fueled its momentum, and what finally despatched it off beam.

    the rise and fall of SOA

    Gartner analyst Roy Schulte defined provider-oriented architecture in 1996 as follows:

    A carrier-oriented structure is a method of multitier computing that helps businesses share logic and statistics amongst dissimilar functions and utilization modes.

    regardless of this early definition, SOA didn’t profit popularity in the trade except 2002, following the emergence of net capabilities. although soap/XML net services had been firstly meant for server-to-server net communique between disparate corporations, they had been right away co-opted by using enterprise architects who have been evaluating the way to exploit the web as a new channel and searching to harness its new technologies anywhere feasible. As an online-friendly way of connecting purposes, with massive can charge savings projected, net functions caught like wildfire in these organisations. The “service-oriented structure” label become adopted for this method, and the SOA flow turned into born.

    because the SOA stream kicked into equipment, a brand new integration pattern emerged to facilitate SOA’s free coupling principle: the commercial enterprise service Bus (ESB). Many people now neglect that the ESB sample changed into meant to be lightweight and ubiquitous, in direct contrast to the hub-and-spoke business application Integration (EAI) brokers that were usual on the time. actually, the ESB conception was itself a reaction to the concerns brought about by using the monolithic nature of EAI brokers, reminiscent of slower software delivery, too many pass-group dependencies, and terrible manageability.

    Fittingly, the common ESB deployment imaginative and prescient turned into an built-in network of taking part carrier nodes, reminiscent of the “wise endpoints and dumb pipes” principle that has been adopted by using the microservices flow. although, as the thought of the ESB received recognition, it developed a brand new which means. Following a 2002 prediction via Gartner that the ESB pattern would be applied within the majority of firms via 2005, the hub-and-spoke EAI middleware carriers were able to persuade many in the trade that an ESB turned into now not a pattern, however somewhat a middleware product for use for commercial enterprise application integration. They rebranded their EAI broker items as ESBs and customers ate them up.

    As Gartner had anticipated, imposing an ESB became essentially an essential in 2005. enterprise IT businesses formed centralized delivery agencies to manage the ESB infrastructure and become involved in integration initiatives across their businesses. The ESB gave the SOA championing commercial enterprise architects a foothold within the utility environments they have been tasked with transforming. They used this foothold for two new functions: handle and consistency.

    SOA program leaders justified their need for handle to be able to make sure the development and usage of features that supported the company’s business goals. This ended in the SOA governance submovement that gave birth to its personal category of application items. Efforts to set up consistency blanketed makes an attempt at defining canonical enterprise facts models and an ever expanding set of dealer-driven specifications (at the same time WS-*) intended to ease interoperability between web carrier structures. With the technological template, the prescriptive necessities, and the centralized subculture of command and control, the would-be light-weight alternative to EAI had develop into heavier and heavier. SOA had lost its manner.

    The common promise of SOA became to pace up project beginning, increase IT agility, and reduce integration charges. besides the fact that children, SOA adopters -- i.e., adopters of what SOA had develop into by using this factor -- found that it in reality improved complexity and added bottlenecks, and the expenses of enforcing an SOA infrastructure (based on the ESB, registry, and service platform template) have been extreme.

    through 2009, individuals were no longer in simple terms questioning the SOA approach however marking its dying. RESTful internet APIs -- a method of interconnecting applications that had evolved organically on the internet -- arose as a lighter-weight option to soap functions. The distributed nature of cloud infrastructure challenged the position of the centralized ESB topology. Organizationally and culturally, the agile circulate become riding decentralization and crew autonomy. The combination of elements among others took the SOA stream out of the mainstream.

    gain knowledge of from SOA

    Asking no matter if microservices and SOA are different or the equal is the wrong question. Why would it remember? The right question is to ask what the microservices stream can be taught from the SOA stream. What went incorrect? What persisted? here are 5 essential training.

    1. live authentic to the dreams. The SOA flow went astray when it strayed from its original goals of expanding agility and decreasing charges. Implementers concentrated too a great deal on the technologies of SOA and too little on the company complications they have been attempting to remedy. When the SOA manifesto became published in 2009, it changed into in response to the mainstream SOA stream in preference to an embodiment of its concepts. however company alignment is a mentioned attribute, the microservices stream runs a possibility of going off route. There are already examples of technologists concluding that in the event that they effortlessly containerize their applications, then they are “doing microservices.” in an effort to be a success with microservices, we have to focus on the desires, intended benefits and ideas before because the enabling applied sciences.

    2. beginning with success. regardless of the astonishing uptake of SOA in its heyday, there were few public case reviews demonstrating its promise. Tellingly, SOA began as a merely conceptual sample defined by way of an industry analyst. In contrast, microservice structure become derived from actual utility development patterns followed within a lot of corporations. Amazon and Netflix are however two flag bearers of the vogue. moreover, the scope of microservice structure is intentionally broad, covering the patterns, ideas, tradition, and organizational features moreover technologies. this is fit, because it favors truth over an idealistic model. because the reference microservice implementations change, the model should evolve.

    three. perspectives matter. There are a number of examples in the SOA circulate of conflicting intentions leading it off target. know-how executives built centralized empires rather than instilling a cultural alternate. commercial enterprise architects insisted on standardization devoid of clear dreams. companies changed the definition of ESB to fit their items, in preference to the other way around. From the architects who are nonetheless sore in regards to the customary SOA definition being misplaced, to the providers trying to rebrand their items yet once more, to the business IT shops closely invested in SOA middleware, those with an ax to grind in opposition t the SOA circulate are understandably cautious of microservices. youngsters, don’t convict microservices on the proof against SOA. Be open-minded and listen to all, but make certain you examine your sources. query each person’s explanations, including your own.

    4. are trying to find concord, not absolutes. SOA all started off with balanced desires, akin to dashing time to market while reducing integration expenses. Stemming from its centralized roots, the SOA flow deserted each of these dreams in observe, as a substitute seeking to handle and standardize application integration. This changed into an severe and unbalanced place. The essence of the microservices movement is to improve application start velocity and enhance equipment protection as scale increases. These are harmonious goals. youngsters, given the decentralized heritage of microservices and its agile roots, there's a risk that implementers can also stray towards too a whole lot crew autonomy and compromise the protection aspect of the coin. There are already examples of this in the industry. The critical assignment is to be sure there are counterbalances in location that support the desires and abide by means of the flow’s core ideas.

    5. Patterns and principles closing, technologies don’t. in the microservices-versus-SOA debates, there's one aspect of consensus: Microservice structure suits that long-established SOA imaginative and prescient of a application equipment decomposed into loosely coupled features. that is a sample. furthermore, normal SOA concepts akin to business alignment, dependency minimization, and service contracts are microservice principles as neatly. The enormous modifications lie in the applied sciences. here's each blessing and curse. expertise evolves at a fast pace. To a large extent, know-how actions come right down to proven concepts enabled through new technologies. For the microservices flow, this skill that the bright new applied sciences of nowadays can be gone the next day. each Docker could have its day, but microservice adopters should still embrace the patterns and concepts, and put together for technology obsolescence.

    The microservices flow is enjoyable. In synthesizing confirmed ideas with new applied sciences and cultural practices, it is legitimately new. no matter if it's SOA accomplished well, an evolution of SOA, or the anti-SOA is beside the point. Microservices will come, go away its mark, and get replaced via the next circulate, then the next, and so on. within the current, it is as much as the contributors of the microservices move to determine what that mark appears like. Heeding these classes from the SOA movement will confidently keep the concord that may aid agencies obtain pace and security at scale.

    here's the 2nd publish in a two part sequence from Matt McLarty, co-author of the upcoming ebook "Microservice architecture" from O’Reilly Media. This series shares relevant lessons from the evolution of microservices. To be trained without delay from the early adopters of microservices and to receive a free digital replica of the new booklet, attend the API360 Microservices Summit in ny on June sixteen, 2016.

    Matt McLarty is an experienced application architect who leads the API Academy at CA applied sciences.

    New Tech forum offers a venue to discover and talk about rising business technology in extraordinary depth and breadth. The selection is subjective, in keeping with our decide upon of the technologies we consider to be crucial and of most suitable pastime to InfoWorld readers. InfoWorld does not accept marketing collateral for booklet and reserves the right to edit all contributed content material. ship all inquiries to newtechforum@infoworld.com.


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    Insurance provider urges smart, strategic SOA adoption | killexams.com real questions and Pass4sure dumps

    COMMENT ON THIS ARTICLE

    As more companies apply a service-oriented architecture approach to their IT systems, one user that became serious about its SOA deployment last year suggests its peers keep open minds about the new concept’s possibilities.

    Health-care insurance company Blue Cross and Blue Shield of Massachusetts Inc. (BCBSMA) has most of its core applications such as enrollment and billing still residing on its IBM Corp. mainframe and isn’t planning to move them off any time soon. The company, with headquarters in Boston, provides coverage to 2.9 million members across Massachusetts. What the insurer is keen to do is to quickly and cost effectively create more Web-based services so that its members can easily access information contained in those back-office applications.

    Frank Enfanto, vice president of health-care services systems delivery at BCBSMA, stressed that SOA is an approach to development, not a product. “You can’t say you want to ship SOA,” he said during a Sun Microsystems Inc. SOA roundtable event this week. What companies need to do is think about where in their operations they want to start taking an SOA approach and what that project might look like when it’s done, Enfanto added.

    BCBSMA’s SOA approach is based on Sun’s Java Enterprise System (JES) software, which includes the technology Sun acquired through the August 2005 purchase of business integration software vendor SeeBeyond. BCBSMA first adopted SeeBeyond software in 2000 and Sun’s JES in early 2004.

    The initial move toward SOA was driven by BCBSMA’s desire to get away from a vertical, silo-type approach to software development to a more horizontal focus where it might be possible to repurpose existing technologies. Although the insurer outsources its application development, with Electronic Data Systems Corp. (EDS) as its primary IT service provider, BCBSMA has its own systems architects who are ultimately responsible for its applications.

    Once BCBSMA determined it wanted to get serious about SOA, the first thing it did was create a team of its own architects and people from Sun and EDS.

    “There was no project or contract associated with it,” Enfanto said. “We didn’t create governance or rules — we needed to find out how SOA would work.” A lot of effort last year went into creating general awareness among BCBSMA staff, both technical and business people, as to what an SOA approach to the insurer’s IT systems might entail. That education process “gave us the basis of something to stand on,” he added.

    The completion of a claims management Internet portal for physicians and health-care providers in June 2006 presented a perfect opportunity to start thinking in SOA terms, Enfanto said. BCBSMA and EDS were about to start work on another claims management portal, this time focused on the insurer’s members.

    In all, BCBSMA serves five communities — health-care providers, members, associations, brokers and its own associates — and eventually all five groups would require claims management portals. Naturally, the portals needed to be customized to cater to the specific needs of a particular group, but Enfanto said some efforts in the past had been “almost too customized.”

    There was clearly some potential for reuse and EDS and BCBSMA started work on the registration portion, which is currently under way. The intention is that when they come to build the other three planned portals, those projects will take less time and money to complete.

    With its SOA road map, BCBSMA hasn’t built an overarching plan all at once since Enfanto knows that the product mix and where in the company the Web services end up being used is likely to change. “You don’t want to pigeonhole any one thing into any one area,” he said. Above all, it’s a gradual process. For instance, BCBSMA has yet to implement the business process management piece of Sun’s SeeBeyond software into its SOA deployment, a move that will happen this year, Enfanto said. The insurer is also planning to begin setting performance metrics for SOA in terms of money saved, time to market and reuse.

    COMMENT ON THIS ARTICLE


    Service oriented architecture, 2007 style | killexams.com real questions and Pass4sure dumps

    Calendar and pen Are SOAs producing viable commercial successes? The conclusion is a cautious yes says David Barnes MBCS CITP, with the next few years expected to see much more. 

    On behalf of the BCS, David attended the IDC SOA conference (March 22, London). Following on from a previous SOA article for the BCS in 2005. The conference included most of the big names in the European SOA arena including IBM, SAP, Sun Microsystems, plus participation by a number of organisations spanning the financial, energy, logistics and manufacturing sectors, describing their challenges and also returns on investment in SOA projects so far.

    Main themes from the conference.

    Hype?

    It was universally acknowledged that SOA had been over-hyped in the industry. Early attempts at adoption in many cases had been ad hoc, technology-driven projects, often involving web services, but delivering little business value, ironically delivering 'legacy services' to the organisation.

    Giles Nelson of Progress Software however made the point that this is paradoxical as that even given such scepticism surrounding SOA, it is forecast that over the next three years the total value of SOA projects within the industry worldwide is set to more than double (Source IDC: 2006).     

    Real successes

    Real successes can be realised with SOA, but it is very important to select the right areas to focus on and where to start. A number of presenters stated that SOA adoption within an enterprise needs to follow a maturity model similar to the CMM (http://www.sei.cmu.edu/cmmi/general/general.html) entailing for many the need to make major cultural shifts in the working practices of the IT department.

    In order to be successful it was suggested to start with small projects in business areas subject to strong market competition where agility and responsiveness to the market or industry sector are critical success factors.

    It was mentioned in a number of presentations that it was almost a prerequisite for an SOA project to lie within an area where current and future business agility are key. Picking a business area not subject to these dynamics may result in an SOA project with a lower need for genuine reuse of services, delivering less value.

    Don’t expect the return on an SOA project to come from initial cost savings; the return comes on the reuse of services in subsequent projects.

    If your organisation has not committed to ongoing planned reuse of services, and made the corresponding changes to organisational structure to absorb this fundamental shift in the way IT and business work together, then you won't ever see the return from the project. Plan for and build around reuse.

    Governance and leadership are critical

    Probably the strongest common theme throughout the conference was that SOA is fundamentally about leadership. Delivery of SOA solutions at an enterprise level (enterprise SOA) requires strong and effective leadership, perhaps from a new breed of leader, someone with a strong track record in business but with a firm grip on projects with high degrees of IT involvement.

    The need for a reference architecture comprising a 'substantial tome' was mentioned in several presentations indicating that success with SOA is not a trial and error affair.  

    Jan Duffy (IDC) stated that too many early SOA projects had been 'skunk works' projects, and that enterprise SOA has to be fully funded and fully backed from the CIO (or equivalent) of an organisation.

    Jan emphasised the relationship between SOA and leadership with the quote '.... if your SOA fails then you need new leaders....'!  Jeremy Lock of British Energy endorsed this with their personal experience that '.... only 30 per cent of SOA is about the development process, the remainder is about governance and management, both pre-development and operations....'

    It's (still) not just about the technology

    All presenters agreed (some vendors through gritted teeth) that SOA is not equivalent to any single technology or mixture of technologies. Many projects had been built on web services only to encounter serious maintenance issues after delivery (often around performance and scalability).  

    Steve Elliot of Sun Microsystems pressed this point with a thorough enumeration of the many ways that services can be implemented and explained the fallacy of the 'Highlander Principle' - there can be only one!

    In other words there are many ways to deliver services to the enterprise not just one, and think first about things like '.... identity and interoperability....' before deciding on the appropriate technologies to realise this.

    Steve also referred to the Sun/Microsoft TAC technical advisory committee set up in 2004, again stressing the importance of not trying to deliver SOA through any particular technology silo, and the need for real collaboration between vendors on interoperability issues.

    Big bang and fail

    It was repeatedly stated by a number of presenters that SOA implementation could never succeed in a 'big bang' style of delivery. Incremental adoption is key.

    It's IT but not quite as we've known it

    It has long been said that SOA requires a transformation in the relationship between IT and business. This message came across loud and clear within the conference.

    E2E presented their approach of utilising model driven integration (MDI) via a UML 'virtual machine' to allow the execution of UML models (describing business services) without any need to write source code. Impressive claims were made of reducing development cycles from months down to weeks via this approach.

    Agile methods were also advocated as being highly suitable for SOA projects as long as the organisation concerned is prepared to undertake potentially radical changes in its IT development model.

    Phil Head of BEA talked of their experiences of a major SOA project for Zurich Insurance where production standard code was being delivered every six weeks in a six-month overall project deadline. Clearly this is a very different way of working for many organisations.

    Beware of the data spaghetti

    Giles Nelson (Progress) was not alone in flagging up the important issue of what was referred to as 'data spaghetti'. By this what was meant was that the integration of disparate systems and applications via a business services model inevitably requires standardisation of the meaning of data (data semantics) within services spanning multiple (often legacy) applications and technology platforms.  

    Ironically, if this is not well thought out and is done by a number of point to point data transformations then the end result can end up being another hardwired architecture, hardwired at the next level up, by fragmented silos of data transformation. This hampers the ongoing reuse of the newly developed services from a very early stage in the service life cycle.

    More 'architecture' less 'service orientation'?

    Laurence Wilkes is somewhat of an SOA authority, being a director and a principal consultant with the highly respected CBDI Forum (now Everware CBDI). Laurence delivered one of the more demanding presentations of the day and said that he felt that to date there had been plenty of service orientation but not enough architecture as far as SOA was concerned.

    By this he meant that organisations were not applying sufficient, rigorous architectural principles to their SOA, sometimes resulting in silo'd legacy services. An analogy was also drawn that '.... SOA is a complex change management problem .... where a .... formal approach was required with a high correlation with quality initiatives.'

    In other words the breadth and depth of what is required to deliver success Enterprise SOA may seem to be being underestimated currently. Again this harks back to organisational and SOA maturity levels?

    Legacy is well within scope of SOA

    John Billman of Microfocus delivered a presentation that would be of interest to a many IT people. Starting from a staggering statistic that legacy COBOL applications worldwide represent an investment of $5 trillion and 200bn lines of code, John went on to explain that this investment in the application landscape is ripe for exposure as services and for reuse without rewriting any code.  

    Microfocus have developed a number of products that can assist with the automatation, discovery and exposure of services within legacy COBOL applications, interoperating with Java/J2EE, .Net, and Websphere across Unix, Wintel and Linux platforms. This means that the challenge of how to integrate legacy applications within an SOA environment need not necessarily be the obstacle it may be perceived to be.

    Conclusions

    IDC are well known and respected for the standard of their market analysis and consultancy on a global scale. The conference lived up to their reputation and it was a credit to the way the event was arranged that many of the presenters were from different industry sectors, sharing their SOA successes and challenges, and not just vendors.   

    Where successes had been achieved it made for compelling listening and it was refreshing to hear that a 'technology neutral' approach had often been adopted, with priority having been placed on organisational culture-shift and leadership first. 

    Soapbox

    In closing - it is the author's opinion that organisational maturity will play a key part in the successful delivery of enterprise SOA, and in turn the national infrastructure surrounding a organisation will (sometimes dramatically) help or hinder this. Laurence Wilkes mentioned that Denmark has a national infrastructure for SOA and are world leaders in e-government.  

    In the UK will have to look seriously at where we lie in relation to this. A recent World Economic Forum (WEF) report shows we have dropped from 9th to 10th place in the Global Technology Networked Readiness Index (NRI), with (guess who) Denmark moving to first place. Note, the EIU e-readiness rating has similar findings. 

    Whilst it is not being suggested that we all migrate to Scandinavia, it is clear that the UK still has some way to go in matching this national level of investment in infrastructure to support business, something Intellect and the BCS have been stressing for over a decade.

    Until then real enterprise SOA federated between distinct, distributed business service providers may be somewhat of a pipe dream - fans of Web 2.0 may be have different views, but that’s another story. 

    Conference participants.

    Financial sector:

    Energy sector:

  • British Energy & Power Trading
  • Distribution/Logistics Services:

    Manufacturing:

    Telecommunications:

    Research and consultancy

    Vendors:

  • IBM 
  • SAP 
  • Sun Microsystems 
  • BEA
  • E2E 
  • Progress Software
  • Microfocus
  • [Source: IDC, 2007]

    July 2007


    Popularity of IT integration and service oriented architecture waning | killexams.com real questions and Pass4sure dumps

    People, particularly on the industry side, often talk about the benefits of integrating IT systems: the nirvana of so-called end-to-end business processes. Such integration enables chief information officers and IT directors to drive through business process optimisation projects and give business managers the ability to look at customers, suppliers and all manner of business metrics from a single, comprehensive dashboard.

    Yet, IT decision-makers in the private and public sector appear to be driving less IT integration in their organisations than in 2006. Metrics to measure return on investment of integration are used significantly less in 2008, compared with two years ago. Furthermore, due to a lack of management support, IT integration can be seen as an obstacle to meeting business expectations.

    IT integration cooling down

    An independent study for Intersystems/Computer Weekly run by Reed Business Insight has discovered that integration is less of a priority than previously.

    In the survey of more than 450 IT decision-makers, 36% said their integration strategy is driven from the company board down 27% said the strategy is driven by the IT department and 31% reported that integrations are assessed on an ad hoc basis.

    Although there was little change in organisations' approach to IT integration in terms of who makes the decisions, the survey found big differences in the perceived business benefits of IT integration compared with 2006 and measurements of these benefits.

    In 2006, improving a business's competitive edge was the biggest business benefit of integration (67%), while today, improving consistency of service (72%) is regarded as the main benefit. Larger companies are more likely to name a reduction in transaction costs (71%) and helping the organisation to meet regulatory compliance (61%) as a benefit of IT integration, while in 2006, regulatory compliance was nominated by 52% of IT decision-makers.

    Views on technical benefits of IT integration have also changed in the past two years. In 2006, 67% of IT decision-makers considered the consolidation of systems as the main technical benefit. Today, the ability to rapidly adapt IT to changes in the business is seen as the top technical benefit (70%), followed by consolidation (62%).

    The survey also assessed how much resistance respondents encountered when trying to introduce the idea of IT integration. Reasons given for viewing IT integration as an obstacle to meeting business expectations included a lack of management support (42%), followed by insufficient user interest (39%) and IT and business units communicating ineffectively (38%).

    Important factors in selecting IT integration tools among the sample were choosing the reference customers, a preferred list of suppliers and existing skills.

    Lack of business imperatives

    The problem, according to Bola Rotibi, principal analyst at MWD Advisors, is that board-level executives simply do not understand IT integration. "Either the business imperative has not been explained or board members do not believe it is important," she says.

    The business may have had a bad experience of IT integration in the past, or it may lack thought leadership.

    It might seem obvious, but how many IT decision-makers can clearly link IT integration projects to measurable business benefits? Worryingly, the survey showed that 33% of IT decision-makers are not measuring business benefits of IT integration. This is a huge increase compared with 2006, when only 5% said they had no metrics.

    In Rotibi's experience, the disillusion among business heads is probably a result of the industry frenzy around new integration techniques such as service oriented architecture (SOA) and a failure of previous integration projects to meet business expectations.

    "Everyone seems to latch onto the latest buzzword. Just because everyone else is doing SOA projects, we should have it," says Rotibi.

    She recommends that IT decision-makers take a long hard look at whether the latest integration technologies can make a difference to the business. For instance, "SOA is transformation and relies on organisations thinking in a different way, but the organisation may not be culturally aligned for SOA."

    SOA on the shelf

    SOA is the latest industry approach to IT integration. According to analyst Gartner, the worldwide application, infrastructure and middleware (AIM) software market revenue grew to £7bn in 2007 - an increase of 12.9% on the previous year. Gartner has found that growth has been driven by strong demand for products that support SOA and process-centric applications.

    However, in spite of the noise coming from the IT industry, only 18% of IT decision-makers in the Intersystems/Computer Weekly survey have implemented or are implementing SOA. Just less than a fifth said SOA remains merely a concept in their companies and a further one in seven intend to implement SOA projects within two years. Significantly fewer respondents in 2008 are likely to implement SOA than in 2006. Almost a third have no intention of implementing SOA. However, in larger companies, about a third are implementing SOA, although this is significantly less than in 2006.

    This may seem puzzling, but the findings reflect research from analyst group Freeform Dynamics.

    "SOA is not a product, in spite of what the industry says," says Tony Lock, programme director at Freeform Dynamics. "It is a philosophy. Not many people say they are doing SOA, but when we drill down, we have found that people are practising SOA."

    SOA is regarded as a large-scale transformational project involving people, processes and technology. It is as much a way of thinking, an approach to IT projects, as the middleware products that allow users to build SOAs.

    Getting board-level buy-in

    Although an enterprise-wide SOA may indeed offer major business improvements - if it succeeds - smaller projects are easier to manage and more likely to win board approval. They also have a quicker return on investment. Rotibi suggests that IT decision-makers speak to users and business managers about their day-to-day pain points and work on integration projects to reduce these. This way, it is easier to measure before and after to assess whether the project has had a net benefit to the organisation.

    If user feedback is positive and there is a measured business benefit, then the IT decision-maker can demonstrate success to the board, and perhaps put forward a strong case for further IT integration funding. On the other hand, if it is a failure in terms of the expected user benefits compared with the measured results, then at least the IT decision-maker can say the project did not cost very much.

    A vision statement is the starting point on an any IT integration project. In his Service Architecture blog, Steve Jones, head of SOA for global outsourcing at Capgemini and author of Enterprise SOA Adoption Strategies, recommends that IT decision-makers embarking on an SOA project keep their project vision short.

    "Some people seem to think that the vision should be a document that includes all the detail around the business case, outline plan and other elements. For me that is the kick-off document and it is something that has a life expectancy of only about three weeks when everyone is on board and you are into the detail. The vision for me is something very clear that says, what we are going to achieve for the business, how will we measure success and what is important to delivery?"

    For his own projects, Jones conducts a "look back" exercise to help him to identify the benefits and possible challenges. "I imagine that the project has finished successfully and what people [think is brilliant] about the project I also think about the [challenges] we had to overcome."

    The Intersystems/Computer Weekly survey has found that IT integration and SOA are not getting enough board-level attention. IT decision-makers need to take the lead and speak to the board about the benefits of integration and SOA, using the language of the business.

    Measuring before and after is essential. As Rotibi says, "Metrics may be hard and harsh they may require soul searching. But if you want to get better, you have to look at everything, warts and all. You have to know where you stand, before you can make the changes and quantify the benefits."



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    SOA S90-04A Exam (SOA Project Delivery & Methodology) Detailed Information



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