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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 : December 14, 2018
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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

business analysis and SOA half 4 of 6: SOA beginning lifecycle and the good-down strategy | killexams.com Real Questions and Pass4sure dumps

building initiatives for provider-oriented options are, on the floor, a great deal like every other custom development projects for disbursed functions. services are designed, developed, and deployed alongside the typical assisting cast of front and lower back-conclusion applied sciences. when you dig a bit of deeper below the layers of carrier-orientation, although, you will discover that so as to accurately assemble and position services as part of a standardized SOA, ordinary mission cycles require some adjustments.

As we will see in figure 1 (see under), usual start lifecycles include tactics specially tailored to the advent of functions in guide of SOA. within the provider-oriented evaluation stage, as an instance, services are modeled as service candidates that incorporate a preliminary SOA. These candidates then develop into the starting element for the provider-oriented design section, which transforms them into actual world carrier contracts.

carrier-oriented evaluation (and a linked sub-procedure called service modeling) symbolize a vital a part of provider delivery that requires the involvement of enterprise analysts and very a whole lot demonstrates how company evaluation in time-honored is plagued by SOA. we are going to focus on these processes in additional element later during this sequence. For now, our focus is on the project lifecycle and its relationship to business evaluation.

determine 1: general phases of an SOA birth lifecycle.

start techniques

The lifecycle tiers displayed in determine 1 signify a simple, sequential route to constructing particular person functions. real world start, besides the fact that children, is infrequently that elementary. These ranges often deserve to be prepared right into a delivery cycle that can accommodate the dreams and constraints linked to venture necessities, schedules, and budgets.

The challenge frequently lies in balancing these issues. The success of SOA within an enterprise is increasingly linked to the extent to which it is standardized when phased into company and application domains. however, the success of a challenge delivering a service-oriented answer is historically measured via the extent to which the answer fulfills anticipated necessities within a given price range and timeline.

To tackle this issue, we want a strategy. This method ought to be in response to an organization's priorities with a purpose to establish the relevant stability between the beginning of lengthy-term migration desires with the achievement of more immediate, tactical necessities.

in this article we contrast two typical techniques used to construct functions known as backside-up and suitable-down. Neither is ideal, however each give us with insight as to how the SOA beginning lifecycle may also be configured.

The backside-up approach is at present probably the most usual variety, the place capabilities are created on an "as need" groundwork to satisfy mainly tactical requirements. The appropriate-down method, in spite of this, is considered one of evaluation, deep notion, and persistence. carrier-orientation is infused into business layers so that features can also be modeled in alignment with business fashions. In other phrases, it is much more strategic.

because the theme of this sequence is about how SOA pertains to company analysis we are greater drawn to what lies behind the precise-down process. The backside-up method is described essentially to supply contrast.

bottom-up approach

nearly all of agencies which are currently building features as web capabilities follow a system akin to the one proven in figure 2. The primary motive being that many simply add internet services to their current application environments with a view to leverage the open internet functions expertise set (basically for integration purposes). even if the ensuing structure is regularly referred to as SOA, it actually is still more harking back to typical distributed architectural models, as service-orientation is infrequently taken into consideration.

determine 2: normal bottom-up system steps.

although backside-up designs enables for the efficient introduction of features they could introduce some heavy penalties down the highway. implementing a "proper SOA" after a large spread implementation of tactical features can impose an outstanding deal of retro-becoming.

true-down approach

here's very an awful lot an "analysis first" strategy that requires now not only company strategies to turn into provider-oriented, it also promotes the creation (or realignment) of a firm's normal company models. This technique is for this reason closely tied to or derived from a company's existing business good judgment, and it often results within the creation of numerous reusable company and application features.

The top-down strategy will usually contain some or all of the steps illustrated in determine three.

figure three: standard accurate-down technique steps.

The point of this approach is to invest within the up-front analysis and planning work required to build a top quality provider architecture. The boundary and parameters of each carrier are totally analyzed to maximise reuse capabilities and alternatives for streamlined and sophisticated compositions. All of this lays the groundwork for a standardized and federated commercial enterprise the place functions retain a state of adaptability, while carrying on with to unify current heterogeneity.

The boundaries to following a true-down approach are usually associated with time and funds. organizations are required to invest greatly in up-front analysis initiatives that may take a superb deal of time to exhibit tangible, ROI-class advantages. There are extra hazards linked to over planning, where by the time the evaluation tasks are achieved, they can turn into outdated.

good-down approach and commercial enterprise models

Of specific activity to company analysts are the enterprise fashions referenced in Step 1 of determine 3. These are inclined to fluctuate across diverse groups, every of with a purpose to have fashions which are exciting to its business domains.

common forms of enterprise mannequin files encompass a proper ontology, an enterprise entity model, an commercial enterprise-wide logical information mannequin, a standardized records illustration architecture (regularly realized through a group of standardized XML Schemas), and different types of fashions commonly linked to commercial enterprise assistance architecture.

Some of those give enterprise-centric views of a company that prove extraordinarily beneficial sources for deriving enterprise capabilities. business entity models specially tie without delay into the next definition of entity-centric company functions.

despite the fact listed as only a single step within the average procedure, the necessities to adequately outline business models can with ease outcome within the need for one or greater separate strategies, each of which may additionally require its own project and dealing community. nevertheless, if the required enterprise enterprise models already exist, then this step may easily encompass their identification.

What's subsequent

The option of delivery approach will verify the extent to which company analysts can assist form a carrier portfolio conceptually, before capabilities are physically carried out. it is therefore worthwhile to give critical consideration to the execs and cons associated with each and every strategy.

The subsequent article during this series continues this exploration by means of explaining a common deliverable of the precise-down evaluation effort normal as the business carrier model. we can additionally then describe how the each tactical and strategic requirements may also be addressed in an alternative method called "agile" or "meet-in-the-center."

this article incorporates excerpts from "provider-Oriented structure: concepts, expertise, and Design" through Thomas Erl (792 pages, Hardcover, ISBN: 0131858580, Prentice hall/Pearson PTR, Copyright 2006). For greater assistance, discuss with www.soabooks.com.

about the creator

Thomas Erl is the realm's exact-selling SOA creator and sequence Editor of the "Prentice corridor provider-Oriented Computing series from Thomas Erl" (www.soabooks.com). Thomas is additionally the founder of SOA programs Inc., a firm specializing in strategic SOA consulting, planning, and training features (www.soatraining.com.) Thomas has made enormous contributions to the SOA business in the areas of service-orientation research and the building of a mainstream SOA methodology. Thomas is concerned with a few technical committees and research efforts, and travels frequently for talking, working towards, and consulting engagements. To study more, talk over with www.thomaserl.com.

 


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

this article introduces an effective technique for moving your SOA software ahead via an incremental, task-primarily based method.

this article become firstly posted within the SOA journal (www.soamag.com), a e-book formally linked to “The Prentice hall service-Oriented Computing sequence from Thomas Erl” (www.soabooks.com). Copyright SOA systems Inc. (www.soasystems.com).

Like this article? We advocate 

abstract: projects are the lifeblood of an IT branch. practically every little thing in it is measured through a challenge lens. SOA, because of its international-centric nature, is commonly viewed as incompatible with mission-primarily based application start lifecycles. hence, most groups discover themselves with the catch 22 situation of a way to simply strengthen an SOA initiatives and continue to convey initiatives at the same time.

The solution is to mix service lifecycle management, architecture, SOA governance, funding, and SOA metrics into a single comprehensive program. The ideal intention is to ensure that through addressing venture needs capabilities are being readily designed and applied and that leverage takes vicinity and is verifiable and that the ordinary SOA program pursuits are being performed. this article introduces an outstanding method for relocating your SOA software ahead via an incremental, task-primarily based method.

Introduction

each person, from the CEO to the developer, is aware the merits of SOA and why it is going to be used. although, many organizations still struggle with questions about a way to as it should be birth, shape, and enhance an SOA application. Even with careful and knowledgeable assistance, SOA initiatives face mounting challenges. essentially the most essential barrier to SOA success is the very basic unit of IT operations – a task. initiatives are the oldest and most widely authorised approach to carry work in an IT organization. projects are time sure and oriented against supplying specific effects for restrained audiences. SOA initiatives span varied companies and organizations and are geared against addressing the extensive wants of leveraging latest property or growing new reusable property. consequently, challenge-primarily based work is essentially considered incompatible with SOA.

Most businesses which have launched into the SOA experience find themselves in the unenviable position of trying to reconcile tactical undertaking work with the strategic SOA initiatives. mission work requires start of customized functions or third celebration programs, while SOA’s goal is to set up a base of reusable features. tasks simplest care about their requirements. Shared capabilities should take the requirements across diverse initiatives into account to be in reality reusable. task’s funding comes from the line of business (LoB) that is meant to advantage from it. considering the fact that SOA efforts can span dissimilar LoB’s, a single company may additionally now not be the basic funding supply. Merging these diametrically opposing views into a finished strategy has proved tricky for many IT shops.

The methodology outlined listed here bridges the hole between challenge work and SOA. It introduces a collection of recommendations that now not best allow the projects to obtain their dreams however also promote the creation and reuse of shared functions. moreover, it addresses the funding, reward, and enforcement concerns that are fundamental to achieve each undertaking and SOA pursuits.

The provider ownership issue

some of the greatest political barriers dealing with SOA in any organization is carrier possession. given that mission groups force the delivery of customized code or integrations, they believe that it's their area and responsibility to build functions that address undertaking wants. outside teams are seen with mistrust, besides the fact that they work alongside the assignment crew (for instance, code created by others is regularly pushed aside or brushed aside). assignment teams believe themselves the experts on the area area covered by using the project requirements whereas brushing aside the skills that exists backyard of the group.

ownership can also be a sensitive field. Many undertaking groups and IT managers subscribe to the silo mentality the place they believe the whole stack – from the UI all the way down to the records sources – as their property. thus, they agree with any capabilities, shared or now not, that handle task or software needs as a part of the complete stack. Any dialogue or initiative that can be construed as an infringement on their territory can trigger irrational behavior or illogical conversations. unfortunately, the reality of it's frequently such that empire constructing and territorialism are seen with the aid of the core management as the premiere manner towards success.

with a purpose to become a hit with SOA, IT groups have to destroy these silos. Shared functions that will also be consumed by a few initiatives must be owned and managed one at a time. features ought to be regarded impartial utility products which have their personal lifecycles diverse from those of tasks or purposes they serve. Their code needs to be saved separately from different code. They need to have their own check situations and verify suites. Shared services should still reside on a committed, independently scalable infrastructure to make certain applicable ranges of responsiveness, scalability, and performance. Ideally, even the facts accessed by the shared capabilities ought to be commercial enterprise caliber and dwell on an commercial enterprise scalable infrastructure. figure 1 depicts how an incredible SOA infrastructure should still seem to be following these guidelines.

Figure 1

determine 1: An "most appropriate" SOA infrastructure atmosphere.

probably the most vital motives for breaking down silos and managing functions independently is incongruence between SOA and project desires. tasks handiest care about their own timelines and targets. If a assignment or software team creates a carrier and assumes ownership over it, the same crew will ought to be responsible for making changes crucial by means of its future buyers. it is going to need to handle new necessities that are coming from a different group, conform to that team’s timeframes, and make sure that changes don't affect present consumers. These duties characterize an entire departure from ordinary venture dreams and for this reason are easily no longer be adhered to in lots of cases. as a result, the decentralized possession of capabilities ends up resulting in elevated duplication and an overall failure of the SOA program.

the way to address this situation is apparent – create a centralized group liable for shared carrier design, development, trying out, and assist. it is going to take accountability for reconciling all the service-connected requirements, designing features to tackle them, setting up and enforcing SOA requisites, making certain suitable scalability of services, and managing the features as impartial utility products. Gartner regularly calls this class of a crew the mixing Competency core (ICC). This strategy eliminates the up to now outlined complications and minimizes the venture-centric focal point because features are delivered by a separate neighborhood whose simple purpose is the development of SOA. moreover, a centralized group is greater desirable for riding the adoption of shared services within the most excellent and effective method.

carrier Lifecycle management

Most groups bring company initiatives via IT projects. therefore, tasks will most frequently power the demand for functions. there is, of direction, a stronger strategy to identify what reusable functions are essential, by using whom, and when. A finished enterprise manner mapping will create a clear roadmap for provider identification and demand. unfortunately, many companies still select no longer to stream in this course and continue to permit projects to remain the using drive at the back of carrier identification and implementation.

When a provider is designed and developed to address certain challenge wants, it isn't totally reusable. New patrons at all times need alterations brought to the carrier to agree to their necessities. This usually comprises container changes or additions, new operations, addition or removing of predominant entities, and even talents company logic alterations. The greatest SOA secret's that services are practically certainly not reused as-is – adjustments and integration fees are nearly unavoidable.

in order to make features truly reusable and make sure maximum leverage, the carrier lifecycle have to be centrally managed. The principal crew accountable for the birth of functions should even be charged with provider identification, lifecycle administration, and pipelining activities. all of the disparate carrier necessities provided by way of distinctive tasks must be collected together to create a finished view of the carrier pipeline and roadmap. figure 2 depicts the relationship between project wants and a provider roadmap.

Figure 2

figure 2: A service roadmap as influenced via initiatives.

the key to the pipelining recreation is accurate and well timed tips. this will make it feasible to comprise distinct undertaking requirements into the service that is supposed to be created for a particular challenge. If the undertaking timelines are shut adequate and the necessities are well described, provider designers may still try and encompass as many of them as feasible into the existing liberate. This introduces efficiencies, scalability, and agility into the delivery mechanism via accumulating processes and assistance gathering throughout multiple initiatives. Centralized and constant service lifecycle management can make this a fact.

Minimizing impact of changes and Maximizing Reuse

because alterations to services are inevitable, the structure and design patterns have to be dependent with alternate in intellect. functions have to be designed in such a means that lots of the adjustments brought as part of its evolution could have minimal, if any have an effect on on its latest consumers. a further aim of service design should still be to maximise carrier reuse as this represents the cornerstone of SOA. each of these dreams can also be achieved by using the carrier Façade and Concurrent Contracts design patterns [REF-1] along with a canonical modeling approach.

Canonical modeling is a well known and dependent strategy for abstracting provider patrons from the backend data sources and introducing a typical entity representation. Many SOA proponents agree that canonical modeling is a crucial part within the success of the SOA program. A canonical, or average, mannequin attempts to set up a single, constant representation of all of the entities that might be passed via a shared service. This representation should be unbiased from the backend statistics constructions and repair consumer specifics, with the intention to lower the affect on patrons when both one adjustments. moreover, because LoBs may additionally characterize the identical entities in a unique manner, a single canonical mannequin will aid reconcile these changes and permit different parts of the firm to talk the same language. This, in turn, maximizes the competencies and true reuse of functions developed across the enterprise.

The carrier Façade pattern is used to minimize the influence of provider alterations on its buyers. every service, even if it is built the use of a canonical model or not, may still expose a façade interface via Concurrent Contracts specific to each and every buyer. consumers would now not entry the provider at once but rather via its uncovered façade contract. each façade should be designed in such a means that it gifts records in a form simply understood and ingested by particular person or community of carrier consumers. determine three suggests how the façade pattern should be used to design and build shared capabilities.

Figure 3

figure 3: The carrier Facade pattern in action.

as a result of each façade contract is specific to one or many service buyers and doesn't expose interior (canonical) service contract, changes to the service implementation or even to the canonical mannequin could have minimal, if any have an effect on on the customer. The mappings between the façade contract and canonical structure may wish to be up-to-date however this activity might be clear to the patrons. From their standpoint, no adjustments will take area. The provider Façade sample also ensures maximum reuse of the service because the identical provider instance is getting used below the covers despite the fact that numerous façade interfaces can be uncovered.

SOA Governance

all of the premier strategies and architectures can not be effective if they aren't being adopted. here's the place governance comes into play. setting up and implementing beneficial governance mechanisms and approaches is paramount to the success of any SOA program. The key is to ensure minimal overhead, maximum compatibility with the existing IT governance tactics, and high level of synergy with all of the application building Methodologies (SDM) being adopted in the firm. The success of the SOA application is dependent on how efficient it's, how carefully it can be integrated with the latest approaches, and the way strongly its suggestions may also be enforced.

SOA governance and the undertaking-based mostly IT way of life are generally incompatible. SOA governance inserts checkpoints into the usual stream of application development, while projects are essentially involved with hitting their timelines at all expenses. If the governance mechanisms notice a problem and ask a project to make alterations, this can result in unpleasant conversations at even the government stage. Confrontations like these might also often be unavoidable; however, the greatest solution to make sure that both governance and challenge desires are met is to acquire visibility into the task pipeline as early as feasible and influence every venture’s path to be in line with the dependent SOA instructions. SOA governance doesn’t must be concentrated primarily on enforcement and catching non-compliers however in its place should be aware of exploiting synergies with the already centered SDM strategies and influencing the options.

figure 4 depicts a sample SOA governance method that can also be employed to satisfy each undertaking and SOA program dreams. be aware that it's designed to be easily built-in with the ordinary waterfall SDM. The governance checkpoints are very mild and can be completed in a short period of time, in order that initiatives don't lose advantageous time navigating complex governance approaches. at the identical time, however, all the governance steps are well timed and make sure suitable compliance throughout the utility delivery procedure. they're designed with have an impact on, no longer enforcement in intellect.

for the reason that the entire initiatives that make the most of latest or create new features must observe these governance mechanisms, many goals of respectable SOA governance can also be accomplished. Getting exposure to the significant initiatives as early because the analysis section provides the capability for SOA governance to affect their course. This additionally allows for the Shared capabilities team to profit insight into the complete features pipeline, accumulate all the linked necessities together, and plan provider releases appropriately. each governance checkpoint represents a chance to validate whether old suggestions were applied and, if not, reject the mission from moving forward. most importantly, the SOA governance technique should still be given an opportunity to absolutely shut the loop on all of the adjustments or new services being deployed, which may still be represented in the formal approval or rejection of moving the code into construction.

yet another vital element of the SOA governance method that's depicted on determine four however not yet discussed is the role of the Registry/Repository (RegRep). each checkpoint prompts an action concerning provider registration or advertising. here's essential now not best to document a real state of the provider however also to formalize and automate the whole SOA governance technique. Many RegRep tools contain governance automation capabilities. Exploiting them is extremely advantageous since it streamlines the whole system and eliminates inefficient guide steps. establishing a policy that each one functions need to be registered to be consumable closes any loophole tasks can are trying to take advantage of. because registration and promotion steps are tightly coupled with the SOA governance checkpoints, which deserve to be performed by way of an unbiased celebration, tasks would not have an alternative to sidestep any of them. in the event that they do, services will effortlessly look like unavailable for consumption or in a state incompatible with the challenge needs. at last, registries can also be used to bring together run-time carrier utilization metrics, the value of which is mentioned shortly.

carrier Funding

Funding for the SOA program should still come from a critical supply. it should cowl everything from the shared infrastructure, technology, tools, and methodologies. where the cash comes to build particular person features, although, presents a much bigger challenge. when you consider that tasks are the fundamental drivers at the back of demand for services, special consideration may still receive to challenge wants and budgets. As discussed previous, individual service’s pipeline and roadmap may still be independent from those of a assignment. for that reason, provider design and implementation can contain extra requirements that fall backyard of the undertaking scope. one more common mission-connected issue stems from the shared nature of features. it is unfair to burden a undertaking with the complete charge of a carrier that may be utilized via a couple of different buyers.

There are three viable how to tackle the provider funding considerations.

  • Make the first project to build a provider provide the complete funding
  • establish a principal funding source if you want to cover all service design and construction charges
  • supply supplementary funding to projects constructing services
  • If alternative 1 is chosen, a few strategies for recouping the initial funding can be used.

  • don't recoup the investment
  • region a surcharge on every example of provider leverage
  • charge a small payment for every carrier name
  • As outlined above, it's unfair for the challenge to lift the comprehensive costs of the provider build-out, especially if it includes extra requirements. as a consequence, except the challenge implements one of the most alternate options to recoup its preliminary investment, funding alternative #1 is not going to be plausible. not recuperating the dollars is not a practical choice either because it does not incent the projects to construct basically reusable capabilities. The other charge restoration techniques can also work but require unique metrics to be captured on the carrier leverage and/or transactional volume.

    setting up a principal funding source for all projects to use when constructing reusable capabilities is doubtless the most appropriate approach. Few groups, besides the fact that children, can be inclined to jot down what in essence could be a blank investigate for the initiatives to make use of of their carrier delivery efforts. The chance for abuse and misappropriations could be too tempting. unless strong governance and manage mechanisms are in region, this funding formula will undoubtedly come to be costing the company extra funds and supply unrealistically small return on investment.

    providing supplementary funding to initiatives building services is likely the most useful method. A vital fund needs to be based to cover the efforts falling backyard of the challenge scope. considering that shared features would usually incorporate different initiatives’ and commercial enterprise necessities, the specific can charge finally ends up being bigger than what tasks budgeted for their needs. accordingly, the easiest way to distribute supplementary funding is to allow the tasks to pay for performance already blanketed of their budgets and canopy all the further costs through the significant fund.

    some thing the funding method is used, it needs to be cautiously administered. a party now not involved in daily venture work is most advantageous perfect to play the executive position. The Shared functions group is the absolutely candidate to handle the funds and use it accurately to further the SOA software adoption, boost service leverage, and stay away from political influences.

    SOA Metrics

    as soon as the SOA software is up and operating, its effectiveness, stage of adoption, and results should be measured. This can also be achieved throughout the collection and communication of the crucial metrics. probably the most usual SOA measurements are the number of capabilities created, quantity of service reuse, and price avoidance/savings.

    considering the vital Shared capabilities group has a complete view of all of the latest and future carrier advent or reuse opportunities, it's within the best place to assemble and document on the metrics. so as to accumulate accurate metrics and produce relevant reviews, right here steps deserve to be carried out.

  • catch all of the features that are being created
  • When completed, determine the charge to build each provider
  • seize all reuse alternatives
  • the entire steps above may still be completed for each and every mission that either creates or leverages services. Any modifications to the present provider should rely towards the whole can charge of the construct.

    as soon as the entire records has been accrued, can charge avoidance will also be calculated. The fundamental method for particular person carrier can charge avoidance as involving a specific mission is provided below.

    provider can charge Avoidance = carrier build charge – undertaking’s provider Integration can charge

    the place

    carrier build can charge = preliminary carrier construct can charge + can charge of all Subsequent adjustments

    To calculate the complete mission’s cost avoidance quantity, quite simply add the charge avoidance for the entire services being leveraged. To forecast the whole abilities cost avoidance at any element of time, multiply the variety of instances every service is estimated to be leveraged by using its build charge and add all of it together. on account that the integration charges for each and every ongoing or future undertaking can best be estimated, a standard reuse component can be utilized to the provider construct charge. 80% is the commonplace quantity utilized in these situations. be aware that initiatives creating functions should not count number towards cost avoidance.

    In can charge avoidance calculations and projections, understanding every service operation as opposed to the entire provider reuse will result in more accurate results. To achieve this, current and future reuse alternatives should be tracked on the carrier operation stage. This stage of granularity might possibly be difficult to obtain, however, principally when protecting song of the build prices. therefore, approximation techniques will also be used that examine the operation build cost based on some manipulations of the total carrier construct charge. Dividing the total provider construct cost via the amount of operations produced should be would becould very well be the simplest method. If tracking is carried out at the provider operation stage, the can charge avoidance formulation above deserve to alternate to point out operation as opposed to provider certain metrics.

    as soon as metrics are accrued, they deserve to be allotted to all the SOA program stakeholders. depending on the firm, it will also be IT managers and executives, company executives, and companions. Metrics may still not be mentioned conveniently for the sake of sharing the progress made by way of the SOA program but fairly to guide SOA software’s desires and have an effect on the behavior leading to attaining them. certain ambitions deserve to be set through the IT executives and metrics may still be used to check even if they've been effectively reached or no longer. Metrics collection and reporting should be carried out by using a principal group so as to make certain that the complete method can not be compromised to misrepresent the truth or serve particular person team’s or neighborhood’s hobbies.

    Conclusion

    inspite of what the know-how providers would like you to believe, SOA is a posh thought. a few features deserve to come together to actually achieve provider orientation. loads of work must be executed to set up a a hit SOA program. Yet, all of this has to be accomplished along with supplying tasks. The business does not cease. It doesn't and can't wait for the SOA program to be based, absolutely built out, and all of the features delivered. hence, most SOA courses face the challenge of coping with initiatives while on the equal time trying to carry on their high stage guarantees.

    To tackle the SOA and mission intention incompatibilities, provider lifecycle administration, structure, SOA governance, funding, and SOA metrics need to be brought collectively in a comprehensive program. creating a relevant group to manage this method will result in additional consistent deliverables, greater effective operations, less probability for political affect, and sooner attainment of SOA merits.

    projects with SOA expertise should still be considered part of the universal functions pipeline. Cumulative necessities should force provider design and building. The provider architecture must be flexible satisfactory to accommodate adjustments, reduce the have an effect on of service alterations on the current patrons, and maximize carrier reuse talents. SOA governance may still have an impact on the tasks to make the appropriate choices and trap non-compliers if imperative. A comprehensive view of the task pipeline should make this system streamlined and effective. primarily exact funding options should dispose of the disincentive for tasks to build reusable functions. ultimately, the SOA metrics should still exhibit the performed consequences and affect the right behavior. figure 5 demonstrates the relationship between all the task-oriented SOA elements.

    these organizations that embody the challenge-oriented strategy to SOA could have better success in SOA adoption and delivering effects. on the end of the day, the business doesn’t care what number of functions had been developed or leveraged. What in reality makes the enterprise executives tick are the sales, new product introductions, new purchasers, real mark downs, achieved efficiencies, and every little thing else that deals with growing income and impacting the base line. Enabling enterprise agility is the simple intention of SOA. setting up an method that can provide both the SOA application advantages and enterprise desires of sooner time to market and cost savings will absolutely make IT and the whole corporation a success.

    References

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


    SOA application’s Semantics manager Chosen to vigor CDISC standards start to BioPharma industry | killexams.com Real Questions and Pass4sure dumps

    l. a.--(business WIRE)--SOA software, a leading provider of API management solutions, announced these days that its Semantics supervisor Product has been chosen by using the scientific records Interchange requisites Consortium (CDISC) to vigour its Shared fitness And scientific research electronic (SHARE) Library challenge. CDISC SHARE will provide a world digital repository for developing, integrating and gaining access to CDISC metadata requirements for clinical analysis in digital structure. counsel on CDISC SHARE can also be found at http://www.cdisc.org/cdisc-share.

    SOA utility's Semantics supervisor™ is a comprehensive metadata and requisites administration answer that companies use to with ease meet governance, regulatory and standards compliance (GRC) requirements for counsel model definition and management (e.g., in BioPharma, Finance and so forth.), whereas enhancing average company effectivity. Semantics manager helps organizations outline and align their dissimilar inside assistance models to each trade average definitions and to a standard inside representation. with the aid of aligning with trade standards and through mapping information to domain ideas, agencies can obtain semantic interoperability - a key goal of any API administration initiative that comprises data change. Semantics supervisor allows a collaborative, metadata-driven information lifecycle by using featuring corporations a centralized, requirements-based metadata repository and governance technique automation platform.

    For the BioPharma trade, Semantics manager significantly improves the ability to remember the affect of adjustments to each specifications and operational data representations as they evolve. Semantics manager combines existing necessities (e.g., CDISC, BRIDG and ISO 21090) with a flexible metamodel definition framework that simply incorporates new requirements. standards development corporations (SDOs) can leverage the federation capabilities of Semantics supervisor to immediately disseminate necessities to industry.

    "We at CDISC are delighted to be working with SOA application as our expertise partner on this crucial initiative," pointed out Wayne Kubick, Chief know-how Officer for CDISC. "After an intensive evaluation method, it grew to be clear that SOA application's solution offered CDISC with the most reliable probability to promptly bring on the promise of SHARE for realizing the numerous advantages of CDISC requisites and improving interoperability with healthcare."

    “we're excited to be chosen via CDISC and are wanting to use our wide event in metadata administration, notably within the context of services and API's, to permit CDISC's vision of semantic interoperability for the BioPharma business,” stated Brent Carlson, SVP know-how, SOA application.

    Semantics manager is constructed on business requisites such as Object management group's (OMG) Reusable Asset Specification (RAS) and ISO’s 11179 standard for Metadata registries. the bottom library contains all CDISC Terminologies, CDASH 1.1, SDTM 1.2, BRIDG three.1, and ISO 21090, giving BioPharma businesses a jumpstart in opposition t aligning their internal counsel fashions with area requirements and regulatory requirements. As a centralized specifications-based repository, Semantics supervisor provides a single source of ruled content material to enforce data requisites, tactics and policies while making certain regulatory compliance and productive facts alternate each across the firm and externally with partners and regulators. content material can be with ease discovered and reused by the use of huge in-built search mechanisms. Collaboration is built-in as well and is possible at any stage - metadata, governance or on the repository level, with all actions tracked by way of a fully configurable audit trail that provides tips about old decisions and information lineage. more suggestions may also be found at http://www.soa.com/solutions/semantics-management.

    About SOA application

    SOA utility’s mission is to vigour the API economic climate with products that enable our customers to plan, build, run and share APIs via comprehensive cloud and on-premise options for API lifecycle, protection, administration and developer engagement. the realm’s largest companies together with bank of the united states, Pfizer, and Verizon use SOA utility items to harness the vigour of their expertise and radically change their corporations. Gartner placed SOA application within the Leaders Quadrant for the 2011 “Magic Quadrant for SOA Governance applied sciences.” The business is additionally recognized as a “leader” by means of the Forrester research Waves for built-in SOA Governance, SOA management, and SOA lifestyles Cycle management. For greater counsel, please seek advice from http://www.soa.com.

    All product and business names herein can be trademarks of their registered house owners.

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

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

    observe us on:

    Twitter: https://twitter.com/SOASoftwareInc

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

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

    RSS: http://www.soa.com/index.personal home page/information/feed

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

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


    S90-04A SOA Project Delivery & Methodology

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    Agile has been around for nearly two decades now, and just like most things in life that we come to accept, it is starting to be taken for granted. It seems that somewhere along the way, the Agile approach has lost its mojo.

    “A lot of teams have been going through the motions and keeping the rituals because ‘that’s what we’ve always done.’ Instead of looking at why they started doing something or how it adds value to keep using a practice or framework, the team has gone on auto-pilot,” said Dominic Price, head of R&D for software development company Atlassian.

    The problem is that Agile should not just be something you do. It should be the driving force behind your business and why you exist, according to Zubin Irani, CEO of Agile consulting company cPrime. “When Agile becomes a goal, it becomes disconnected with the goals of the business, and that’s where it can start to feel stale,” he said.

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    Agile by definition means the ability to move quickly and easily, but it should mean more than that to a business. Agile involves removing delays and bottlenecks, being more efficient, getting customer feedback fast, adapting to change, and constantly improving. If you are only focused on the velocity part of it, things will start to fall apart, according to Shannon Mason, vice president and product manager for CA Agile Central, a Agile software provider.

    “I am using the term Agile less and less in my conversations and I am having more conversations with organizations around evaluating the way they work, and how they are trying to change those ways of working to be more modern, responsive and adaptive,” she said.

    But how can you tell if things are falling apart and Agile is becoming stale or stagnant within your business? Stop and ask yourself what are your objectives and how are you tracking the results of those objectives, according to Atlassian’s Price. “Do people frequently no-show to your weekly meetings? Do projects languish in your ticketing system? Are you delivering reports that nobody reads? Are you going through all the rituals, but not feeling any better or faster?,” he asked.

    Price experienced Agile going stale in one of his own teams when they became too busy to fill out reports on objectives and key results. “Months later, nobody asked what objectives we’d set, how we were tracking on our key results,” he explained. “So the next quarter, we just didn’t do them, and again, nobody noticed. It turns out that at that time, this initiative had become stale, and people were just going through the motions. If you take a look at your boards and meetings and project status updates, what insights are you gaining that lead to actions? If you’re just sharing words every week but never changing your behavior, you’re stagnating.”

    The four values of the Agile ManifestoDavid DeWolf, founder and CEO of 3Pillar Global, a software development company, explained that businesses find themselves stuck because they have lost sight of have lost sight of the true meaning of Agile and why the movement started in the first place.

    When we become too focused on just doing Agile for the sake of doing Agile, we become too focused on executing on practices that are defined as Agile practices without remembering why they are good Agile practices in the first place, 3Pillars’ DeWolf explained. “Without understanding the values of Agile, you won’t be able to deliver on the promise of flexibility and react to change as you hoped for,” he said.

    To get back to its core meaning, he suggested revisiting the Agile Manifesto. While the four principles have been around since 2001 and are widely known, they are often overlooked.

    “If we go back and look at the manifesto, it was supposed to be something that was at the center of everything we do, but it hasn’t been,” said Shannon Mason, vice president of product management for CA Agile Central, an Agile software provider. “What does it look like to truly have the user or different types of personas we serve at the center of our decisions when we are making product application decisions and choices versus just doing everything on a whim or using out gut to make decisions.”

    As a reminder, the Agile Manifesto states:

    “We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

  • Individuals and interactions over processes and tools
  • Working software over comprehensive documentation
  • Customer collaboration over contract negotiation
  • Responding to change over following a plan
  • That is, while there is value in the items on the right, we value the items on the left more.”

    How to avoid stale AgileAs the software industry constantly evolves, so must the approaches we use to build software. With Agile still as the underlying motivator, businesses have come up with a number of new and modern ways to approach delivering software:

    Back to the basics: It is not a new concept, but it is good to go back to the basics to make sure you understand the values and tenets of Agile. For instance, Agile isn’t just about moving faster, it is about putting the customer at the center of all your decisions, choices and thinking, CA’s Mason explained.

    Remember to start small, get it right and leverage that small team as an example for the rest of the organization, according to DeWolf. “Be nimble. Start small. Instead of trying to turn the crew ship, turn the little boat,” he said. Get a team up and running that truly understands the values, buys into the principles, and then put the practices into play, he explained.

    In addition, establish clear objectives, according to Andrey Mihailenko, co-founder and co-CEO of Targetprocess, a project management software provider. “Put team members together in the same room, at the same time and actually have an open conversation regularly about how well the business is doing,” he said.

    Outcomes versus outputs: Measure the results or business values, not just the amount or speed of software you produced, according to Mason. To do this, focus on metrics and understand what those metrics mean in terms of the business. If you are truly looking at people over process, what does your customer satisfaction look like, how much feedback are you receiving, and are you building the right things, according to cPrime’s Irani.

    Focus more on the leading indicators rather than the lagging indicators, Mason explained. Focus on the flow of value to customers, not the projects delivered and deadlines. Leading indicators can sometimes lead you to predict lagging, long-term indicators, she added.

    Business agility: Business agility or product agility also relates to outcomes versus outputs. In product agility, you are not focusing so much on the velocity, you are focusing more on what you are building, Irani explained. “If you build the right thing, you are more likely to be a successful business,” he said. “People are very focused on velocity and output, and they are not focused on the quality of that ot the business impact. We are not doing Agile to do Agile. We are doing Agile to solve a business problem or take advantage of business opportunities,” he said.

    Value Stream Management: In order to achieve business agility, you need everyone from the business stakeholders all the way down to the task owners, developers, and testers to have a clear understanding of what they are working on and why. In order to successfully achieve that clear understanding, you need to have value stream management in place. Value stream management includes all the potential bottlenecks, ability to identify them, and the ability to reduce any potential delays, according to Targetprocess’ Mihailenko. “It is about the ability to integrate everyone and provide visibility into how the value flows form an organization, from an requirement all the way to the customer,” he said. “The more flexible the system of tracking bottlenecks and visualizing values and dependencies between teams and businesses, the more you can see things better and manage things better. Turn your workflow into one well organized system.”

    Continuous delivery: Mark Curphey, vice president of strategy at CA Veracode, a software security company sees organizations focusing more on continuous delivery than Agile, which is being able to focus on delivering software in small executable chunks quickly. “The reality is it is just small batches, and trying to move as much from left to right as possible in a way that is consistent and predictable, and all the things Agile gave us, but it is really taking it to the extreme. Small batch may be a couple hours worth of work or it could be a day’s worth of work,” he said.

    Artificial intelligence: AI is the perfect technology to be applied to things like Agile and DevOps, according to Michael Wolf, managing director for modern delivery at KPMG, a professional advisory company. Today, you are building something that is highly data driven and needs to be able to evolve, change and roll out in a systematic way quickly. This can be very daunting to do at human scale when you add in code reviews and testing, he explained. “Much like mobile was the industry motivator for web services and what we use to call SOA, I would say AI is the perfect storm motivator for DevOps, microservices, cloud and Agile,” Wolf said. “If you are going to respond to change faster enough, you have to be able to keep up.”

    The Four L’s: Instead of doing formal retrospectives, Atlassian’s Price suggests taking note of what is loved, loathed, long for and learned. “At the end of each quarter, I go through my schedule and projects and think about each of these items. From there, it’s clear what you should keep doing and what you should stop doing. The key is not letting the lists get out of hand. For example, I don’t get to pursue a ‘longed for’ until I’ve removed a ‘loathe,’” he said.

    Agile is not a transformation program, but a constant evolution, Price explained. “Change and adopting is the norm. Don’t make it a project. Make it a way of working,” he said.

    The DevOps connectionAnother reason the Agile movement can dry out within a business is because it is treated as a separate entity from a number of different approaches the business is implementing. In a modern delivery world, things like Agile, DevOps, microservices, cloud, product management divine thinking, and lean finance are all connected, according to Michael Wolf, managing director for modern delivery at KPMG. “People get frustrated with Agile because they are not seeing the big picture,” he said. “If these things are disconnected, then you end up becoming disenfranchised.”

    According to cPrime’s Irani, DevOps is the missing piece to most Agile initiatives. “A lot of Agile is around organization how you move Agile, but to actually have the tools and automation to take advantage of these great cloud technologies, you really have to rebuild and rethink how you get code from a developer’s computer intro a production environment, and how you support that code. That is where DevOps comes in,” he said.

    DevOps also really enables the cross-functional teams Agile builds success off of. Within Agile, you bring the developer and tester together through roles like the Scrum Master and product owner, but then when you add DevOps into the equation you add the operations person to the team as well, Irani explained.

    The problem, however, is DevOps is often misunderstood because it’s a movement or concept, meaning there is less prescription around it than Agile and that causes a lot of people to interpret it a lot of different ways, according to Mark Curphey, vice president of strategy at CA Veracode, a software security company. Whereas with Agile, the manifesto provided clear guidelines and ideas on what the principles and values of Agile were, and how to get started, Curphey explained.

    A recent report from CA Technologies found 75 percent of respondents believe Agile and DevOps approaches drive business success when implemented together, however only a small proportion have been able to reach true DevOps agility. This is because of culture, skills, investment and leadership. In order to improve effectiveness, CA explained the culture of the organization need to be improved to encourage and reward collaboration, more support from management at all levels need to be added, and additional training and resources need to be provided to help improve Agile and DevOps together.

    “The pressure is on to make all parts of an organization as flexible as possible when responding to changing customer demands, user expectations, regulatory changes and – most important of all – market opportunities,” said Ayman Sayed, president and chief product officer, CA Technologies. “Business leaders need to be aggressive and intentional about driving adoption of agile and DevOps within their organizations. The success of their business depends on it.”

    Think before you scaleAgile at the team level is pretty widely understood by now. One of the main issues Agile is facing is when business find success within teams and then tries to scale it before they are ready. Then, you just have stale Agile at scale. Agile at the team level and Agile at scale are very different beasts, explained Mihailenko of Targetprocess.

    Many of the problems Mihailenko sees is businesses scale before their culture is ready or before program management has been figured out, so they then have to descale and restart, which wastes time and money. “A lot of the time it is just the poor lack of visibility and communication for the business goals, and the lack of constant collaboration with business stakeholders,” said Mihailenko. “There is still a lot of work to be done around a clear understanding of what business agility is, and how to make companies more Agile and adopt the culture not just on a team level, but company wide. How do you break down the silos and really have open collaboration, feedback and focus on constant delivery of value to the customer.”

    Some ways to address this is to have good value stream or program management in place, Mihailenko explained. Without clear alignment, teams tend to operate as separate units, and make the mistake of pulling from the wrong backlog. With clearly defined program management in place, program managers can coordinate work across multiple times, have reguarily time boxes for planning events and integration events across teams, and provide a regular cadence so everyone is working together around a common immediate value.

    In addition, Mihailenko said there needs to be all hands-on meetings where businesses present their own vision to developers and teams and have an open discussion of what is preventing them from meeting those objectives. “Are we clear on the vision? What are we actually trying to do? Do we have the culture of actually working together and collaborating across all aspects?  Can we commit? Do we have a place where we can really visualize what we are working on and react when we things are wrong? Have we really embraced this lean system thinking for the entire company? Does everyone really understand what that means for us?” Mihailenko asked.

    “A deep understanding of what it means to be Agile as a company, and a focus on constant feedback and collaboration needs to be within the business’ DNA,” he said

    The latest version of the Scaled Agile Framework (SAFe) was recently released and aims to address some of the scaling difficulties facing the enterprise. SAFe 4.6 includes five core competencies of the Lean Enterprise. “They are now the primary lens for understanding and implementing SAFe. Mastery of these five competencies enables enterprises to successfully navigate digital disruption and to effectively respond to volatile market conditions, changing customer needs, and emerging technologies,” Scaled Agile, provider of SAFe, wrote.

    The five core competencies are:

  • Lean-Agile leadership, which describes how leaders and drive and sustain organization change.
  • Team and technical agility, which describes the skills, principles and practices needed to create and support high-performing teams.
  • DevOps and Release on Demand, which describes the principles and practices of DevOps within the enterprise.
  • Business solutions and lean systems, which explains how enterprises can develop large and complex software using a lean, Agile and flow-based model.
  • Lean portfolio management, which explains how an enterprise can implement lean approaches to its strategy and investment funding.

  • Daniel Brum Joins WSO2 as Director of Technical Sales | killexams.com real questions and Pass4sure dumps

    By Business Wire

    Article Rating:

    April 18, 2008 01:00 PM EDT

    Reads:

    387

    WSO2, the open source SOA company, announced today that Daniel Brum has joined WSO2 as director of technical sales. Most recently serving as technical director at MuleSource, Brum brings several years of proven success in developing, delivering and supporting professional open source software. Brum will be based in Toronto, Canada.

    Brum is part of WSO2’s expanded management team, which is also being announced today. (For more information, see press release, “WSO2 Expands Management Team,” dated April 18, 2008.)

    Brum brings to WSO2 extensive open source technology experience — both as a vendor and an enterprise customer. At MuleSource, he was a lead technical evangelist and technologist working with customers and the engineering teams. Before joining MuleSource, Brum worked with the JBoss Enterprise Service Bus (ESB) team as a core developer and architect, and he was the lead behind the corporate Rosetta project, which was donated to JBoss and became the seed for the JBoss ESB. Brum also worked with the pre-sales technical teams at JBoss, helping to evangelize the company’s professional open source model and products. Prior to JBoss, Brum was the head of enterprise applications and architecture with insurance provider Aviva Canada where he introduced open source tools such as Linux, JBoss, and PostGreSQL to the internal development team.

    “WSO2 is at the forefront in delivering a comprehensive platform to support enterprises’ heterogeneous service-oriented architectures, which are best served by a flexible, open source approach,” said Brum. “I am excited to join the industry’s leading open source SOA experts at WSO2 in helping companies to realize the strategic benefits of open source SOA implementations — both internally and across their business networks.”

    At WSO2, Brum will focus on named accounts in the company’s priority vertical markets and build the company’s business in the Americas.

    “From the start, our mission has been to provide innovative and powerful open source software that addresses the real-world SOA demands of enterprise developers and architects,” said Dr. Sanjiva Weerawarana, founder and CEO of WSO2. “We are thrilled to have Daniel onboard and look forward to tapping his depth of vendor-side and corporate experience in open source middleware to further extend the success of our customers’ SOA implementations.”

    Prior to his roles at MuleSource, JBoss and Aviva Canada, Brum was the CTO of a startup in the late '90s, creating services for the intellectual property information technology space. He also worked as a consultant and software architect with companies such as Chubb & Son Insurance, Thomas Cook Americas, Sunlife Financial, Deloitte & Touche Consulting Group, SAS Argentina, and IBM Canada Footprint Division.

    About WSO2

    WSO2 is the open source SOA company founded by pioneers in Web services and of members of the Apache Software Foundation Web services community. The company is delivering a new, entirely open source middleware stack that is optimized for Web services and SOA. The company’s cornerstone products are the WSO2 Web Services Application Server (based on Apache Axis2) and WSO2 Enterprise Service Bus (based on Apache Synapse), which are built on the WSO2 Web Services Framework. The company is backed by Intel Capital and maintains operations in the United States, United Kingdom and Sri Lanka.

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    Business analysis and SOA part 4 of 6: SOA delivery lifecycle and the top-down approach | killexams.com real questions and Pass4sure dumps

    Development projects for service-oriented solutions are, on the surface, much like any other custom development projects for distributed applications. Services are designed, developed, and deployed alongside the usual supporting cast of front and back-end technologies. Once you dig a bit deeper under the layers of service-orientation, though, you'll find that in order to properly construct and position services as part of a standardized SOA, traditional project cycles require some adjustments.

    As we can see in Figure 1 (see below), common delivery lifecycles include processes specifically tailored to the creation of services in support of SOA. In the service-oriented analysis stage, for example, services are modeled as service candidates that comprise a preliminary SOA. These candidates then become the starting point for the service-oriented design phase, which transforms them into real world service contracts.

    Service-oriented analysis (and a related sub-process known as service modeling) represent an important part of service delivery that requires the involvement of business analysts and very much demonstrates how business analysis in general is affected by SOA. We'll discuss these processes in more detail later in this series. For now, our focus is on the project lifecycle and its relationship to business analysis.

    Figure 1: Common phases of an SOA delivery lifecycle.

    Delivery strategies

    The lifecycle stages displayed in Figure 1 represent a simple, sequential path to building individual services. Real world delivery, however, is rarely that simple. These stages generally need to be organized into a delivery cycle that can accommodate the goals and constraints associated with project requirements, schedules, and budgets.

    The challenge often lies in balancing these considerations. The success of SOA within an enterprise is increasingly associated with the extent to which it is standardized when phased into business and application domains. However, the success of a project delivering a service-oriented solution is traditionally measured by the extent to which the solution fulfills expected requirements within a given budget and timeline.

    To address this problem, we need a strategy. This strategy must be based on an organization's priorities in order to establish the correct balance between the delivery of long-term migration goals with the fulfillment of more immediate, tactical requirements.

    In this article we contrast two common strategies used to build services known as bottom-up and top-down. Neither is perfect, but both provide us with insight as to how the SOA delivery lifecycle can be configured.

    The bottom-up approach is currently the most common variety, where services are created on an "as need" basis to fulfill mostly tactical requirements. The top-down approach, on the other hand, is one of analysis, deep thought, and patience. Service-orientation is infused into business layers so that services can be modeled in alignment with business models. In other words, it is far more strategic.

    Because the theme of this series is about how SOA relates to business analysis we are more interested in what lies behind the top-down process. The bottom-up approach is described primarily to provide contrast.

    Bottom-up approach

    The majority of organizations that are currently building services as Web services follow a process similar to the one shown in Figure 2. The primary reason being that many just add Web services to their existing application environments in order to leverage the open Web services technology set (primarily for integration purposes). Even though the resulting architecture is often referred to as SOA, it really is still more reminiscent of traditional distributed architectural models, as service-orientation is rarely taken into consideration.

    Figure 2: Common bottom-up process steps.

    Though bottom-up designs allows for the efficient creation of services they can introduce some heavy penalties down the road. Implementing a "proper SOA" after a wide spread implementation of tactical services can impose a great deal of retro-fitting.

    Top-down approach

    This is very much an "analysis first" approach that requires not only business processes to become service-oriented, it also promotes the creation (or realignment) of an organization's overall business models. This process is therefore closely tied to or derived from an organization's existing business logic, and it commonly results in the creation of numerous reusable business and application services.

    The top-down approach will typically contain some or all of the steps illustrated in Figure 3.

    Figure 3: Common top-down process steps.

    The point of this strategy is to invest in the up-front analysis and planning work required to build a high quality service architecture. The boundary and parameters of each service are thoroughly analyzed to maximize reuse potential and opportunities for streamlined and sophisticated compositions. All of this lays the groundwork for a standardized and federated enterprise where services maintain a state of adaptability, while continuing to unify existing heterogeneity.

    The obstacles to following a top-down approach are usually associated with time and money. Organizations are required to invest significantly in up-front analysis projects that can take a great deal of time to demonstrate tangible, ROI-type benefits. There are further risks associated with over planning, where by the time the analysis projects are completed, they can become outdated.

    Top-down approach and enterprise models

    Of particular interest to business analysts are the enterprise models referenced in Step 1 of Figure 3. These tend to vary across different organizations, each of which will have models that are unique to its business domains.

    Common types of enterprise model documents include a formal ontology, an enterprise entity model, an enterprise-wide logical data model, a standardized data representation architecture (often realized through a collection of standardized XML Schemas), and other forms of models generally associated with enterprise information architecture.

    Some of these provide business-centric perspectives of an organization that prove extremely valuable sources for deriving business services. Business entity models especially tie directly into the subsequent definition of entity-centric business services.

    Although listed as just a single step in the overall process, the requirements to properly define enterprise models can easily result in the need for one or more separate processes, each of which may require its own project and working group. On the other hand, if the required enterprise business models already exist, then this step may simply consist of their identification.

    What's next

    The choice of delivery strategy will determine the extent to which business analysts can help shape a service portfolio conceptually, before services are physically implemented. It is therefore worthwhile to give serious consideration to the pros and cons associated with each approach.

    The next article in this series continues this exploration by explaining a common deliverable of the top-down analysis effort known as the enterprise service model. We will also then describe how the both tactical and strategic requirements can be addressed in an alternative strategy known as "agile" or "meet-in-the-middle."

    This article contains excerpts from "Service-Oriented Architecture: Concepts, Technology, and Design" by Thomas Erl (792 pages, Hardcover, ISBN: 0131858580, Prentice Hall/Pearson PTR, Copyright 2006). For more information, visit www.soabooks.com.

    About the author

    Thomas Erl is the world's top-selling SOA author and Series Editor of the "Prentice Hall Service-Oriented Computing Series from Thomas Erl" (www.soabooks.com). Thomas is also the founder of SOA Systems Inc., a firm specializing in strategic SOA consulting, planning, and training services (www.soatraining.com.) Thomas has made significant contributions to the SOA industry in the areas of service-orientation research and the development of a mainstream SOA methodology. Thomas is involved with a number of technical committees and research efforts, and travels frequently for speaking, training, and consulting engagements. To learn more, visit www.thomaserl.com.

     



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