While SOA principles may be well understood, each SOA initiative within an enterprise will interpret them differently and, often in isolation, adopt standards and develop services that are redundant and inconsistent – leading to confusion and anarchy. Effective governance is necessary to coordinate all SOA activities, achieve agile application architecture and maximize the organization's return on investment in SOA. The key to success is a clearly articulated framework integrated into governance practices that guide policy making and governance review. The Everware-CBDI Service Architecture & EngineeringTM (CBDI-SAETM) framework provides a detailed model and reference architecture for SOA Governance, representing a comprehensive platform for identifying and defining policy and governance needs and criteria.
Everware-CBDI can accelerate customers' SOA Governance set-up by using the CBDI-SAE Governance Framework as a basis for developing customer-specific practice - either by using the framework directly, by customization, or simply by reference. In addition to guiding framework set-up, Everware-CBDI assists customers by providing independent governance review, enrichment of governance policies and procedures, and governance skills transfer.
Everware-CBDI approach to SOA Governance includes:
There are six primary disciplines involved in business improvement – Business Architecture, Enterprise Architecture, Business Process Management, Business Capability Management, Service Oriented Application Modernization and IT Service Management. In many enterprises the level of coordination between the disciplines is inadequate resulting in silos which deliver suboptimal results for the enterprise. In this report we explore the issues and propose a governance based approach to balancing responsibilities, accountabilities and managing conflicts and maturity.
SOA Governance has taken on a renewed importance as organizations seek to scale up their early SOA experiences. Scarcely a week seems to go by without SOA governance popping up in a story on the newswires. Too often however the advice given is too vague with a lack of specific measures that can be taken by organizations that need to achieve much better accountability in challenging economic times, or is focused on the narrow view of governance that is supported by a vendor's products. Our experiences in the field show that despite the challenges there is now an opportunity to get to grips with overall IT governance, of which SOA is one, albeit key, part. This article distills the main lessons learnt in the form of a SOA governance framework with practical guidelines for progression in real world contexts.