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CHAPTER

INTRODUCTION

The dust has ﬁnally settled. The computer evangelist has envisioned. The strategist has deﬁned.

The manager, architect, developer, analyst, and modeler have taken note. The enthusiasm has di-

minished. The exuberance has turned into a more pragmatic course of action. But what have we

learned? Almost a decade has passed since the service-oriented architecture (SOA) paradigm ﬁrst

appeared, extending a pledge to change, repair, enhance, and promote software development best

practices. Has this computing trend inﬂuenced any of our customary software implementation ap-

proaches? Has this new paradigm fostered architecture best practices that have altered the old genre

of software construction methodologies? Are we better off?

Yes, the mission to build enduring, reusable, and elastic services that can withstand market

volatility and be effortlessly modiﬁed to embrace technological changes has been gaining momen-

tum. Governance and best practices have been devised. Existing off-the-shelf products already em-

body fundamental SOA best practices, such as software reuse, nimbleness, loose coupling, adapt-

ability, interoperability, and consolidation. From a project management perspective, stronger ties

have been established between the business institution and information technology (IT) organiza-

tion. The silo implementation paradigm has been rather weakened, and cross-enterprise initiatives

have been moderately increased.

For those organizations that have not been inﬂuenced by these trends, the simple advice is

to start from smaller “wins.” Avoid grandiose SOA plans to change the world. Promote small-size

projects, incremental initiatives that over time attain ﬁnal objectives. Doing this will clearly reduce

implementation risks and increase productivity and improve the chances for success. But now it is

time to get to work. Roll up your sleeves and embrace a positive, creative, vibrant, and contagious

spirit that encourages business and IT personnel to collaborate on fulﬁlling organizational aims.

The service-oriented discovery and analysis discipline

mirrors this approach: Smaller and

incremental efforts to achieving success are preferred over large-size projects that introduce per-

ils to business execution. Take tiny steps toward devising a solution to an organizational concern

that simplify rather than complicate design and architecture models, clarify rather than obscure

technical speciﬁcations, and focus service construction efforts rather than blurring implementation

boundaries.

The service-oriented discovery and analysis discipline can indeed guarantee success if the

goals are well established and agreed upon. Therefore, begin a service-oriented architecture project

on a sound foundation of analysis that not only identiﬁes the problem domain but also assesses

the feasibility of a proposed solution. Veriﬁcation of the constructed services against business re-

quirements and technological speciﬁcations is another vital contribution of the analysis process.

Furthermore, start the project with the service discovery process and justify a service’s existence.

Persist with service identiﬁcation throughout the service life cycle, and always embrace new dis-

covery opportunities as they come along. The ﬁnal artifact of this exercise is an analysis proposition

that calls for service modeling activities to deliver a superior solution.

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Summary of Contents

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P1: OTA/XYZ P2: ABCc01 JWBT191/Bell November 1, 2009 14:39 Printer Name: Yet to Come1CHAPTERINTRODUCTIONThe dust has ﬁnally settled. The computer evan

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