Succeeding with SOA: Realizing Business Value Through Total Architecture

Succeeding with SOA: Realizing Business Value Through Total Architecture

By: Paul C. Brown (author)Paperback

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"Like so many acronyms in public currency, SOA means many different things to different people. Paul Brown deftly avoids getting caught in the trap of overstating the case for SOA. Instead, he brings the topic skillfully into focus, zeroing in on the concepts that must be understood in order to be effective. Paul's purpose, as I've found so often in his presentations and conversations, is to get to the core of real-world architectural issues that make the difference between success and failure. Paul doesn't sit in an ivory tower pontificating; he gets right down to the critical issues in order to develop effective real-life strategies." --From the Foreword by Jonathan Mack, Senior Technical Architect, Guardian Life Insurance Company "As Paul Brown explains in this fine book, there is more to software development than just writing code. Successful software requires deep thought and strategy. It requires the coordination and marshalling of the resources and intellect of the entire company, both business and IT. I learned much from reading his manuscript and heartily endorse the finished book." --Dr. Michael Blaha, author and industrial consultant "Paul Brown has provided a practical and actionable guide that will illuminate the way for Business and IT Leaders involved in IT strategy, planning, architecture, and project management. A successful adoption of SOA will touch every aspect of the business and change the way IT does business. This book does a good job of describing the organizational challenges and risks and providing suggestions to manage them. It also dives deeply into the architectural techniques that can be employed in order to align the service architecture with the business, thus providing maximum benefit and continued funding for your SOA transformation." --Maja Tibbling, Lead Enterprise Architect, Con-way Enterprise Services "Succeeding with SOA achieves where most books on service-oriented architectures fail. It accurately describes what practitioners are seeing, as well as why, and gives them practical examples through case studies and instruction. Most useful both for those about to take the plunge and those who are already soaking." --Charly Paelinck, Vice President, Development and Architecture, Harrah's Entertainment "This book is a must-read for architects and SOA practitioners. It provides an important foundation for a SOA strategy. Brown emphasizes the importance of aligning services with their business processes, building capabilities using strong enterprise architecture standards, and ensuring an effective governance process. The book promotes the notion of mutual dependency between managing a business using business processes and managing its IT with SOA. By aligning the two paradigms, a business can become more agile, able to adapt to change both quickly and economically. This is the promise of SOA." --Sunny Tara, Director, IT, Enterprise Architecture and Services, Harrah's Entertainment Getting a Desired Business Return on Your Service-Oriented Architecture (SOA) InvestmentToday, business processes and information systems are so tightly intertwined that they must be designed together, as parts of a total architecture, to realize enterprise goals. In Succeeding with SOA, Paul Brown shows how service-oriented architectures (SOAs) provide the best structure for such integration: clean, well-defined interfaces between collaborating entities. But even SOAs need to be correctly understood and implemented to avoid common failures. Drawing on decades of experience, Dr. Brown explains what business managers and IT architects absolutely need to know--including critical success factors--to undertake this essential work. Coverage includes Setting clear and reasonable expectations for SOA's benefits Understanding why conventional project management techniques don't scale to today's enterprise-wide projects Defining a living roadmap for developing services based on business priorities Establishing coherent leadership that brings together business executives, IT leaders, and the SOA architecture group Using Total Architecture Synthesis (TAS) to rapidly develop business processes and information systems together Understanding the central role of architecture--and making sure the right architectural decisions get made Whether you're a business or technical leader, this book will help you plan, organize, and execute SOA initiatives that meet or exceed their goals--now, and for years to come. List of Figures List of Tables Foreword Preface PART I. Building Your SOA Chapter 1: The SOA Challenge Chapter 2: Business Process Pitfalls Chapter 3: Business Systems Pitfalls Chapter 4: SOA: More Than Services Chapter 5: Keys to SOA Success Chapter 6: Organizing for SOA Success Chapter 7: SOA Project Leadership Chapter 8: SOA Enterprise Leadership Chapter 9: Agile SOA Development PART II. Managing Risk Chapter 10: Responsibility and Risk in Business Processes Chapter 11: Managing Project Risk Chapter 12: Investing Wisely in Risk Reduction Chapter 13: Managing SOA Risks Afterword Index

About Author

Paul C. Brown is Principal Software Architect at TIBCO, a world leader in enterprise software and services ( His model-based tool architectures underlie applications ranging from process control interfaces to NASA satellite mission planning. Dr. Brown's extensive design work on enterprise-scale information systems led him to develop the total architecture concept. He received his Ph.D. in computer science from Rensselaer Polytechnic Institute.


List of Figures xvList of Tables xviiForeword xixPreface xxiPART I. Building Your SOA 1Chapter 1: The SOA Challenge 3The Concept of Total Architecture 4 Growing Pressures 6 Framing the Challenges 9 Staying on Track 13 How to Use This Book 16 Chapter 2: Business Process Pitfalls 19Process Breakdowns Go Undetected 20 Service-Level Agreements Are Not Met 21 Process Changes Do Not Produce Expected Benefits 25 Summary 27 Key Business Process Questions 28 Suggested Reading 28 Chapter 3: Business Systems Pitfalls 29Where's the Beef? Projects That Don't Deliver Tangible Benefits 30 Systems Won't Perform in Production 32 Summary 34 Key Systems Design Questions 35 Chapter 4: SOA: More Than Services 37What Is a Service? 37 Creating Effective Services 41 Where Do Services Make Sense? 55 The Economic Realities of Services 58 Summary 59 Key SOA Questions 60 Suggested Reading 61 Chapter 5: Keys to SOA Success 63What Makes a Project Good? 63 The System Is the Process! 68 System Design and Process Design Are Inseparable 69 Toward a Refined Development Methodology 70 Summary 73 Key Development Process Questions 73 Suggested Reading 74 Chapter 6: Organizing for SOA Success 75The Organizational Simplicity of Application Design 76The Organizational Complexity of Distributed System Design 78 Organizing Multisilo Projects 80 Project Oversight 88 Organizational Variations for Project Oversight 95 Summary 97 Key Organizational Questions 98 Suggested Reading 98 Chapter 7: SOA Project Leadership 99The Project Manager 99 The Business Process Architect 101 The Systems Architect 102 Project Leadership Team Responsibilities 103 Organizational Variations for Project Leadership 108 Summary 109 Key Project Leadership Questions 110 Chapter 8: SOA Enterprise Leadership 111The Elements of Enterprise Architecture 111 Enterprise Architecture Definition 115 Enterprise Architecture Governance 119 Enterprise Architecture Standards and Best Practices 122 Enterprise Architecture Operation 123 Total Architecture Management 124 Summary 128 Key Organizational Questions 129 Chapter 9: Agile SOA Development 131The Challenge 132 The Solution: Total Architecture Synthesis 134 Manage Risk: Architect as You Go 141 Summary 142 Key Project Lifecycle Questions 142 Suggested Reading 143 PART II. Managing Risk 145Chapter 10: Responsibility and Risk in Business Processes 147Systems Can't Take Responsibility 147 The Conversation for Action 149 Delegation and Trust 153 Detecting Breakdowns in Task Performance 154 Dialog Shortcuts Increase Risk 160 Process Design and Responsibility Assignments 170 The Business Executive Sponsor Bears All Risks 178 Summary 179 Key Process Design Questions 181 Suggested Reading 181 Chapter 11: Managing Project Risk 183The Project as a Dialog 184 The Project Charter 186 Considerations in Structuring Projects 194 Summary 197 Key Project Risk Management Questions 198 Suggested Reading 198 Chapter 12: Investing Wisely in Risk Reduction 199The Risk of Failure 200 The Risk of Error 208 The Risk of Delay 210 Summary 211 Key Business Process Risk Reduction Questions 212 Chapter 13: Managing SOA Risks 215Service-Related Risks 215 SOA Processes and Governance 217 Governance for Project Portfolio Planning 218 Governance for Service Design 219 Governance for Service Utilization 224 Governance for Service Operation 225 Summary 226 Key SOA Risk Reduction Questions 227 Afterword 229Index 237

Product Details

  • ISBN13: 9780321508911
  • Format: Paperback
  • Number Of Pages: 288
  • ID: 9780321508911
  • weight: 548
  • ISBN10: 0321508912

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