Wiley SOA Modeling Patterns for Service Oriented Discovery and Analysis 978-0-470-48197-4 사용자 설명서
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978-0-470-48197-4
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November 1, 2009
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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?
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.
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.
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
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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.
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.
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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