Datasheet

c01_1 07/08/2008 18
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Partial SDLC Governance. Design-time bias or run-time/operations
bias: Another common stakeholder bias derives from focusing on either
design-time governance of services, which emphasizes compliance to
architecture and technical design standards, or on run-time governance,
which emphasizes operational requirements for performance, quality of
service (QoS), service-level agreements (SLA), and security. IT Bias:
SOA governance focused on optimizing IT goals, which often are con-
centrated on service reuse, design-time governance, and architecture
and technical compliance. These biases tend to emphasize provider-side
goals of SOA, which center on reuse and provider-side optimization.
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Business Bias. SOA governance focused on how SOA and services
drive business goals for speed to market, business value, and process
optimization, as opposed to IT biases toward reuse and technical or
architecture compliance. In my opinion, there is not enough focus on
the business stakeholders yet, as organizations are still very immature
with their SOA initiatives and the supporting SOA governance that sup-
ports those SOA strategies. You must understand the natural biases and
tendencies that accompany these various stakeholder perspectives, and
incorporate them into your governance model. These will become more
apparent as we decompose the requirements of enterprise governance in
subsequent chapters.
SOA GOVERNANCE IMPACTS IT GOVERNANCE
AND ENTERPRISE ARCHITECTURE
A key consideration when planning SOA governance is that it will have a
rather profound impact on your current IT governance processes as well as
your current enterprise architecture process. Oftentimes SOA governance
efforts will expose weaknesses in both governance processes. Exhibit 1.3
depicts how an SOA initiative will impact IT and enterprise architecture
governance.
For example, SOA initiatives will always stress IT strategic planning
processes, project submission and approval, project management processes,
funding and budgeting decisions, asset ownership issues, and portfolio man-
agement processes (if they exist). Many of these IT governance processes are
not very robust, and thus SOA exposes the absence or fragility of these
processes very quickly.
Enterprise architecture (EA) governance processes will similarly be
challenged by the inception of an SOA initiative. Depending on the
18 THE SOA GOVERNANCE IMPERATIVE