Datasheet

c01_1 07/08/2008 38
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Representing all SOA stakeholders is difficult. Assuaging them with
SOA governance is more challenging.
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Governance will not be fun or easy.
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You will have to over-govern in the short term. This will be
uncomfortable.
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You will inevitably take decision rights away from some individuals
and organizations, while assigning them to others. This transfer of au-
thority and control will anger people. Deal with it.
IT governance is also extremely important based on the structure of the
IT function in an organization. The structure and organization of IT simi-
larly has a dramatic and direct effect on how SOA governance must be
structured.
Notes
1. Ronald H. Coase, ‘‘The Nature of the Firm’’, Economica 4, 1937, pp. 386–405.
2. Eric Marks and Michael Bell, Service-Oriented Architecture: A Planning and
Implementation Guide for Business and Technology, John Wiley & Sons, 2006.
3. Geoffrey Moore, Living on the Fault Line, Revised Edition: Managing for
Shareholder Value in Any Economy, HarperCollins, 2002.
4. WebLayers Whitepaper: SOA Governance, 2005, p. 9.
5. Eric Marks and Michael Bell, Service-Oriented Architecture: A Planning and
Implementation Guide for Business and Technology, John Wiley & Sons,
2006, p. 248.
6. Peter Weill and Jeanne Ross, IT Governance: How Top Performers Manage IT
Decisions for Superior Results, Harvard Business School Press, 2004, pp. 6–7.
7. See Eric Marks, Business Darwinism—Evolve or Dissolve: Adaptive Strategies
for the Information Age, John Wiley & Sons, 2002.
8. Charles T. Betz, Architecture and Patterns for IT Services Management,
Resource Planning, and Governance: Making Shoes for the Cobbler’s Children,
Morgan Kaufmann, 2007, p. xxii.
9. Peter Weill and Jeanne Ross, IT Governance: How Top Performers Manage IT
Decisions for Superior Results, Harvard Business School Press, 2004.
10. Ibid., p. 8.
11. Ibid., p. 59
12. Eric A. Marks, ‘‘AgilePath’s SOA Bill of Rights: Aspects of SOA You Must Get
Right’’ AgilePath Corporation, 2006.
38 THE SOA GOVERNANCE IMPERATIVE