SOA Governance Achieving and Sustaining

Making SOA work: Implementing effective, business-driven governance in service-focused IT environments The first book to help enterprises overcome the root cause of SOA failure: inadequate governance. Hard-won best practices from a team of IBM's leading SOA governance experts. Covers every facet of implementing and managing SOA governance, from assessment and planning through execution. An indispensable resource for every executive and stakeholder in SOA environments. As enterprises move to implement Service Oriented Architecture (SOA), they increasingly recognize that SOA will only meet its potential if it can be governed well. SOA Governance responds to this crucial realization. In this book, a team of IBM's leading SOA governance experts share hard-won best practices for effectively governing IT in any service-oriented environment. The authors begin by reviewing SOA's promised benefits, and identifying inadequate governance as a root cause when SOA fails. Next, they introduce a comprehensive SOA governance model that works. They define what must be governed, identify key stakeholders, and review the relationship of SOA governance to existing governance bodies, and to processes like CoBIT and ITIL. In Part II, they walk through SOA governance assessment and planning, helping readers identify and fix gaps, set goals and objectives, and establish workable roadmaps. Finally, they turn to the details of 'building out' an SOA governance model: establishing authority chains, roles, responsibilities, policies, standards, mechanisms, procedures, and metrics. Along the way, the authors illuminate the unique issues associated applying IT governance to a services model - including the challenges of compliance auditing where service behavior can be unpredictable. They also show why services governance requires a more organizational, business-centric focus than 'conventional' IT governance - and how to successfully achieve that focus.

William A. Brown is a Master Sr. Certified Executive IT Architect with IBM Global Business Services, Enterprise Architecture & Technology Center of Excellence, and the SOA Center of Excellence. He is the SOA Governance SGMM global lead and the lead author of IBM’s SOA Governance and Management Method (SGMM), SOA CoE Offering, white papers, presentation, and technique papers on SOA governance. Mr. Brown specializes in SOA governance and enterprise architecture, about which he continues to write articles, provide education, mentor, teach, present, develop assets, and deliver solutions to customers worldwide.

Robert G. Laird is an architect with IBM in the SOA Advanced Technologies group, performing worldwide consulting for IBM customers in the area of SOA governance, SOA architecture, and telco architecture. He has previously coauthored Executing SOA for Pearson Publishing, and has also written white papers and articles on SOA and SOA governance. He has more than 30 years of industry and consulting experience. Bob worked at MCI (a U.S. telco) as the chief architect, where he led the Enterprise Architecture group and the creation of an SOA-based single-stack strategy for multiple legacy applications and networks, and led automation projects in network management, provisioning, and restoration. He also consulted nationally for American Management Systems.

Clive Gee, Ph.D., one of IBM’s most experienced SOA governance practitioners, recently retired from his post as an Executive Consultant in the SOA Advanced Technologies group. He has worked in IT for more than 30 years, during the last few of which he led many SOA implementation and governance engagements for major clients all around the world, helping them to cope with the complexities of successfully transitioning to SOA. He now lives in Shetland, United Kingdom, but travels widely and does freelance consulting, especially in the area of SOA governance.

Tilak Mitra is a Senior Certified Executive IT Architect with IBM Global Business Services working very closely with the worldwide SOA Center of Excellence group in IBM. He specializes in SOAs, helping IBM in its business strategy and direction, fostering the maturity of SOA in the company. He also works as an SOA subject matter expert and architect, helping clients in their SOA-based business transformation, with a focus on complex and large-scale enterprise architectures. His current focus is on building SOA solutions for the chemicals and petroleum industry to optimize oil drilling and refinery processes. He has coauthored Executing SOA for Pearson Publishing, and has written several white papers and articles on SOA and SOA governance. He is a contributing editor of the Java Developers Journal (JDJ).

Introduction:A Services Approach	p. 1
Benefits of SOA	p. 2
What Goes Right?	p. 4
What Goes Wrong?	p. 6
Conclusion	p. 9
Introduction to Governance	p. 11
Defining Governance	p. 12
Corporate Governance	p. 14
EnterpriseGovernance	p. 15
IT Governance	p. 15
SOA Governance	p. 16
SOA Governance Paradigm	p. 18
IT Governance Reference Sources	p. 22
ITIL-Information Technology Information Library	p. 23
IT Governance Institutesbquo; (ITGI) version 4.1 of Control Objectives for Information and Related Technology (COBIT)	p. 24
The SOA Governance and Management Model	p. 25
SOA Vision	p. 26
Governance Processes	p. 27
Processes to be Governed and ESB Services Processes	p. 30
Governance Mechanisms	p. 33
Principles, Policies, Standards, and Procedures	p. 33
Monitors and Metrics	p. 34
Skills	p. 35
Organizational Change Management	p. 35
Infrastructure and Tools	p. 35
Case Study Background	p. 36
Company Background	p. 36
Business Goals	p. 38
SOA Governance Assessment and Planning	p. 41
Setting the Vision	p. 42
What Distinguishes the SOA Winners?	p. 43
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SOA Governance Achieving and Sustaining Business and IT Agility

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