Datasheet

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CREATE THE ‘‘RIGHT’’ ORGANIZATIONAL, CULTURAL,
AND BEHAVIORAL MODEL
Along with SOA governance comes the essential yet softer side of SOA: or-
ganizational challenges, cultural issues, and the behavioral reinforcement of
governance and policies. These are aspects of SOA that are underempha-
sized because they are difficult to manage, and because it is much easier to
buy a vendor software solution than focus on the processes, culture, and
behavior that actually make SOA take hold. We will discuss Conway’s Law
and the implications of organizational structure on enterprise governance
and IT/SOA governance.
Consider the following suggestions to help you get your organization
and culture right for SOA:
&
Understand how your corporate structure inhibits or supports your
SOA governance model and enforcement of policies
&
Determine how your corporate culture can assist the migration toward
SOA or, conversely, how it may not support it
&
Latch onto corporate mantras where possible with your SOA initiative
&
Determine how to weave SOA goals into organizational and personal
incentives
&
Use reviews, incentives, rewards, and penalties to achieve a culture of
SOA
&
Be sure your SOA metrics and scorecards include organizational and
individual metrics for success.
SOA GOVERNANCE IMPLICATIONS
SOA governance provides the decision-making framework for specify-
ing, selecting, and implementing your SOA platform, tools, and tech-
nologies. However, your SOA platform will also provide the means to
automate certain design and run-time aspects of services as well, such
as service registries and metadata repositories, Web services manage-
ment tools, and messaging infrastructure, among others. Thus care
must be taken to govern the selection of SOA platforms and tools,
since these will support your technical SOA governance processes for
design and run-time policy enforcement.
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