מאמר שלי התפרסם ב- CUTTER -
מצ"ב קישור למאמר -
http://www.cutter.com/content/itjournal/fulltext/advisor/2009/itj090325.html
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Bold CIO -- It Is SOA Time!
בתמצות, המאמר מדבר על כך שהסיבה לכך ש- SOA לא מתרומם היא סיבה ארגונית ולא טכנולוגית. SOA מחייב שינוי תהליכי וארכוני מהותי של ארגון הפיתוח ולכך יש מתנגדים רבים. במצב הכלכלי הנוכחי, עובדים ומנהלים יחשבו פעמיים האם להתנגד למהלך ארגוני חשוב ולכן זהו הזמן לבצע שינוי ארגוני ותהליכי שיתמוך ב- SOA.מצ"ב קישור למאמר -
http://www.cutter.com/content/itjournal/fulltext/advisor/2009/itj090325.html
.
25 March 2009
Bold CIO -- It Is SOA Time!
by Pini Cohen
A lot has been said lately about service-oriented architecture (SOA). Still, I would like to take a look at another angle of SOA adoption in the light of the current economic turmoil.
SOA adoption has many layers: the basic enterprise service bus (ESB) infrastructure, business process management (BPM) workflow tools, other SOA-related tools, such as BAM (business activity monitoring) or business rules engine (BRE), and SOA governance -- both runtime and design time.
However, despite the fact that organizations have these tools, SOA adoption remains low. The reason for the low adoption rates is that SOA requires a significant change in the process of application development and hence a real shift of power inside the IT organization.
Currently, application development for specific lines of business (LOBs) is done by a corresponding developing team inside the IT organization. For example, the logistics organization applications are developed by the "logistics development team," the marketing applications are developed by the "marketing development team," and so forth. If, for example, the logistics LOB manager wants new features in an existing application or a new application, he or she goes to the "logistics development team," asks the team to do what's needed, gets an internal "quote," and delivers the money internally. Then the "logistics development team" is responsible for delivering what was agreed upon and sometimes will need help from other development teams.
With SOA, this process is invalid. When the logistics LOB manager wants new features, he or she goes to the "business IT architect" or equivalent function, such as in business relationship management (BRM). The business IT architect will ask the "logistics development team" to develop some of the features but will direct the "marketing development team," for example, to develop other features and also will use some features and/or services that were already being developed, for example, by the HR team.
This is reuse. This is agility. This is standardization. This is SOA. But this is also what stops SOA, since the head of the "logistics development team" feels that this lowers his or her position within the organization. In many organizations, the LOB development managers were against this dramatic process change and were able to stop it.
The Bottom Line
In the current economic situation, however, both the lower-level workers and the managers are very keen to keep their jobs. They are therefore willing to accept change much more than they were willing to before. So this is the time for process/organizational change that will enable better IT and, from this perspective, will enable SOA. So, as I said in the title of this Advisor: bold CIO -- this is SOA time.
-- Pini Cohen
Bold CIO -- It Is SOA Time!
by Pini Cohen
A lot has been said lately about service-oriented architecture (SOA). Still, I would like to take a look at another angle of SOA adoption in the light of the current economic turmoil.
SOA adoption has many layers: the basic enterprise service bus (ESB) infrastructure, business process management (BPM) workflow tools, other SOA-related tools, such as BAM (business activity monitoring) or business rules engine (BRE), and SOA governance -- both runtime and design time.
However, despite the fact that organizations have these tools, SOA adoption remains low. The reason for the low adoption rates is that SOA requires a significant change in the process of application development and hence a real shift of power inside the IT organization.
Currently, application development for specific lines of business (LOBs) is done by a corresponding developing team inside the IT organization. For example, the logistics organization applications are developed by the "logistics development team," the marketing applications are developed by the "marketing development team," and so forth. If, for example, the logistics LOB manager wants new features in an existing application or a new application, he or she goes to the "logistics development team," asks the team to do what's needed, gets an internal "quote," and delivers the money internally. Then the "logistics development team" is responsible for delivering what was agreed upon and sometimes will need help from other development teams.
With SOA, this process is invalid. When the logistics LOB manager wants new features, he or she goes to the "business IT architect" or equivalent function, such as in business relationship management (BRM). The business IT architect will ask the "logistics development team" to develop some of the features but will direct the "marketing development team," for example, to develop other features and also will use some features and/or services that were already being developed, for example, by the HR team.
This is reuse. This is agility. This is standardization. This is SOA. But this is also what stops SOA, since the head of the "logistics development team" feels that this lowers his or her position within the organization. In many organizations, the LOB development managers were against this dramatic process change and were able to stop it.
The Bottom Line
In the current economic situation, however, both the lower-level workers and the managers are very keen to keep their jobs. They are therefore willing to accept change much more than they were willing to before. So this is the time for process/organizational change that will enable better IT and, from this perspective, will enable SOA. So, as I said in the title of this Advisor: bold CIO -- this is SOA time.
-- Pini Cohen
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