Andre Tost S G M M

This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com

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SOA Symposium
October 7-8, 2008, Amsterdam

The IBM SOA Governance and
Management Method (SGMM)

André Tost
Senior Technical Staff Member, SOA Technology
IBM Software Services for WebSphere

© 2008 IBM Corporation

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Agenda

 Governance Definitions
 Governance Lifecycle
 SOA Governance and Management Method
 SOA Governance and Organizational Changes
 SOA Governance Lessons Learned
 Summary

3 SOA Governance and Management Method © 2008 IBM Corporation

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Governance
Definitions


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What is Governance?

Establishing chains of responsibility,
authority and communication
to empower people (decision rights)

Establishing measurement,
policy, standards and control mechanisms
to enable people to carry out
their roles and responsibilities

What is Management?
Governance determines who is
responsible for making the decisions;
Management is the process of making
and implementing the decisions


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What is Governance?
It’s all part of Corporate Governance

What is IT governance?

Establishing decision making rights
associated with IT
Establishing mechanisms and policies
used to measure and control the way
IT decisions are made and carried out Corporate Governance

What is SOA governance?
SOA
A specialization of IT governance Governance
focused on the lifecycle
of services to ensure the business
value of SOA
IT Governance
SOA Governance is a
catalyst
for improving overall
IT governance

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The relationship between IT and SOA governance

Key IT governance decisions* Key SOA governance decisions

IT principles SOA business and SOA IT principles

IT architectural decisions SOA architectural decisions

IT infrastructure SOA infrastructure

Business application needs Service portfolio needs

IT investment and prioritization Service candidate funding and prioritization

SOA GOVERNANCE

* IT Governance: How Top Performers Manage IT Decision Rights for Superior Results, Peter Weill and Jeanne W. Ross.


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What Constitutes a Governance Model

 Principles
– Policies
– Standards
– Best Practices
 Method
– What & How do I tailor the model for individual projects
 Governance Processes
– Exception and Appeals Process
– Compliance
– Vitality
– Communication
 Governance Organizational Structure Governance
 Governance Roles and Responsibilities Foundational
– Establishment of decision rights Building Blocks


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Mechanics of the Governance Model
Business IT
Principles Principles

Compliance

Policies Standards
Guide

Governed

Communication
Processes
Vitality

Managed by Implemented by Monitored by

Governance Procedures Standards &
Mechanisms Metrics

Supported by
TRAINING TOOLS

Exception/Appeals


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14 Critical Processes That Constitute an Effective SOA Governance
Model Implementation

Compliance

Service Service Service Service
Planning Modeling Implementation Management

Define Service Identify Services Design Services Manage Quality of
Focus Process Process Process Service Process
Communication
Vitality

Identify Service Specify Services Assemble Manage Service
Owners Process Process Services Process Levels Process

Define Service Realize Services Test Services Manage Service
Funding Process Process Process Change Process

Deploy Services Manage Service
Process Security Process

Exception/Appeals

Establishing decision rights
By effectively establishing governance Defining high value business services
mechanisms in these 14 areas, clients
Managing the lifecycle of assets
can address these common challenges:
Measuring effectiveness


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The SOA Governance Model defines check points for compliance and vitality
at critical points in time along the service development life cycle.

Project
Inception Solution Outline Macro Design Micro Design Build & Test Deploy

Compliance Check Point

•If a project is compliant it can move onto the next phase
Vitality Check Point
otherwise changes may be necessary.

•Each check point process defines the different
documentation required for that review.

•Compliance at project inception deals with design direction
decisions and funding.

•Vitality check points help ensure the SOA architecture stays
current.


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Governance
Life Cycle


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SOA Governance and Service Lifecycle

Assemble solution Deploy
 Design the architecture solution
 Develop the service  Deploy to
 Test the functionality infrastructure
 Test the system

Model business processes
 Identify business domain Manage / operate
 Assign ownership system
 Allocate funding  Manage access
 Model the service  Monitor the service
- Identify the service  Manage versions
- Specify the service  Manage retirement
- Realize the service

Effective SOA governance must:
 Help define guiding decisions around these processes  Evolve these guiding decisions with changing needs
 Properly enforce these guiding decisions  Ensure that the perspective of both service providers
 Communicate these guiding decisions effectively and consumers are properly met


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SOA Governance Lifecycle

Scope the Governance Need Design the Governance Approach
 Define/modify governance processes
 Document and validate business strategy
for SOA and IT  Design policies and enforcement mechanisms
 Assess current IT and SOA capabilities  Identify success factors, metrics
 Define/Refine SOA vision and strategy  Identify owners and funding model
 Review current Governance capabilities  Charter/refine SOA Center of Excellence
and arrangements  Design governance IT infrastructure
 Layout governance plan

Put the Governance Model
Manage & Monitor into Action
the Governance Processes  Deploy governance mechanisms
 Monitor compliance with policies  Deploy governance IT infrastructure
 Monitor compliance  Educate and deploy on expected
with governance arrangements behaviors and practices
 Monitor IT effectiveness metrics  Deploy policies


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Critical questions that define scope for SOA governance

How do I define, enforce, and communicate What run-time platforms help
required standards across the service lifecycle? automate the implementation
of governance?
How do I ensure governance when
consuming and producing services? How do I phase the
implementation of SOA
governance?

What can I reuse from my existing IT
governance model?

What is our SOA vision and strategy?

 Chains of responsibility
 Measurement How do I measure our model and
the effectiveness of services?
 Policies
 Control mechanisms What metrics and key performance
indicators will we use?
 Communication


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Decision questions continued

 What
– What do you want to govern (schemas, Application, Process (versions,
environment, publication, requirement gathering, ...), Endpoint, Service
definition, Service, Business Object, Service implementation, Service
interface, Policy, Message schema, Interface, Resource, Business process,
...
 ROI and monitoring
– How do you measure the governance effectiveness and (IT effectiveness
and the ROI)
– What decisions must be made to ensure effective management and use of
IT?
– How will these decisions be made and monitored?
– What services are available? How long will they be supported?
– How is service re-use enforced (a service directory is only part of the
process, re-use is also a cultural and procedural issue)?


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Conformity and Validity Checkpoints for Effectiveness
Governance Service
Process Lifecycle Examples for SOA vitality
SOA CoE Project  Impact
Management
 Funding
Vitality  Reuse
Checkpoints
Exit  Training
Criteria
 Principles
Conformance
Checkpoints
Examples for SOA conformance
 Requirements sufficiency
Effectiveness Efficiency
 SOA platform
(Doing the SOA (Doing the
Right Things) Solution Things Right)  Service ownership
 Service realization
 Standards granularity
Governance processes are using at least two levels of  Security regulations
detail: based on the service lifecycle, and for each  Integration contracts
service lifecycle step. They are separate from project
management.


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SOA Governance and
Management Method
(SGMM)


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IBM SOA Governance and Management Method
Establish the Define the
Method Governance Need Governance Approach

 Customer tested IBM SOA
Governance and Management Method
 Detailed governance process guidance
 Comprehensive framework and
processes span lifecycle of SOA
governance
 Methodology to help clients establish Monitor and Manage the Deploy the Governance
SOA Centers of Excellence Governance Processes Model Incrementally

Workproducts Customer Value
 SOA Business and IT Governance  Foundation to realize SOA business benefits
Principles  Leverages existing Governance structures
 Customized processes  Methodology and tools based on best practices and thought
 Center of Excellence Organization leadership and support for open standards
 Roles and responsibilities  Skills and experience gained from many SOA engagements
 Defined metrics  Catalyst to align business and IT strategy
 SOA Governance Transition Plan


SOA Symposium

SOA Governance & Management Method

Plan Define Enable Measure

Determine the Define the SOA Implement the SOA Refine the SOA
Governance Focus Governance Model Governance Model Governance Model

Understand current Implement the
Define and refine Measure effectiveness
governance structures transition plan
governance processes governance processes
Create IT governance Initiate SOA Org
baseline Define organizational Changes Measure effectiveness
change of organization change
Define scope of Launch the SOA Center
governance of Excellence
Define IT changes in Review and refine
Conduct change SOA development Implement operational environment
readiness survey infrastructure for SOA

Continuous SOA Governance Process Measurement & Improvement

Define the scope of Define new governance Begin implementation of the Monitor composite
governance: business, processes for services and SOA Center of Excellence, application performance
development governance or define SOA governance Skills Enablement, and adjust; Monitor
service management or all of mechanisms such as the SOA Organizational Change, effectiveness of governance
the above Center of Excellence Infrastructure Change, etc. changes


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It is critical to understand the current environment and identify what can be
reused from an IT, Business, Governance and Organizational perspective.

1.0 Plan: Phase Overview Key Work Products
1.1
Project Start Up
1.1.1 1.1.2 1.1.3  Work Breakdown Structure and
Task: Gather Current Task: Conduct Method Project Plan
Task: Conduct Kickoff
State Documentation Tailoring Workshop Meeting  Current IT Assessment
 Current Organizational Assessment
 Principles Policies and Guidelines
1.2  Standards
Activities

SOA Business Discovery  Operational Model
 Current IT Environment
1.2.1
Task: Determine
1.2.1 1.2.1  Capability Interview Findings
Task: Identify SOA Task: Create the IT
Existing Governance
Business Principles Governance Baseline  Change Readiness Interview
Structure Findings
 Change Readiness Assessment
 Situational Analysis And Impact
1.3 Report
Determine IT Environment Readiness
1.2.1 1.2.1
1.2.1
Task: Measure Task: Define and
Task: Understand
Governance conduct change
Current IT Environment
Capabilities readiness survey


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Example: Service Integration Maturity Model (SIMM)

Dynamically
Composite Virtualized Re-Configurable
Silo Integrated Componentized Services Services Services Services

Business Function Function Function Service Service Service Service
View Oriented Oriented Oriented Oriented Oriented Oriented Oriented

SOA and IT SOA and IT SOA and IT
Organization Ad hoc IT Ad hoc IT Ad hoc IT Emerging SOA
Governance Governance Governance
Governance Governance Governance Governance
Alignment Alignment Alignment

Structured Object Component Service Service Service Grammar
Methods Analysis & Oriented Based Oriented Oriented Oriented Oriented
Design Modeling Development Modeling Modeling Modeling Modeling

Process Process Dynamic
Applications Modules Objects Components Services Integration via Integration via Application
Services Services Assembly

Dynamically Re-
Monolithic Layered Component Emerging Grid Enabled
Architecture SOA Configurable
Architecture Architecture Architecture SOA SOA
Architecture

Dynamic
Platform Platform Platform Platform Platform Platform
Infrastructure Sense &
Specific Specific Specific Specific Specific Neutral
Respond

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Level 7


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SOA Symposium

The future SOA governance model includes reusable elements from the existing model
and SOA Specific processes, policies, standards and mechanisms.

2.0 Define: Phase Overview
Key Work Products
2.1
Refine SOA Principles and Standards
2.1.1 Task: Update 2.1.2 Task: Update SOA
SOA Business IT Principles &
Principles Standards  Work Breakdown Structure and
Project Plan
 Updated Principles Policies and
2.2 Guidelines
Create SOA Governance Framework  Updated Standards
2.2.1 Task: Define 2.2.2 Task: Establish 2.2.3 Task: Define or  Service Ownership Model
Service Ownership Model SOA Governance Modify Governance 
Activities

Process Definition
Mechanisms Processes
 RACI Matrices
(Responsible/Accountable/Consult/I
2.2.4 Task: Define 2.2.5 Task: Document 2.2.6 Task: Define Roles nform)
Metrics SOA Governance & Responsibilities for new  Change Readiness Interview
Mechanisms Organization
Findings
 Change Readiness Assessment
 Situational Analysis And Impact
2.3 Report
Create SOA Center of Excellence (C0E)
2.3.1 Task: Create the 2.3.2 Task: Elaborate
CoE Structure the SOA CoE


SOA Symposium

The future SOA governance model includes reusable elements from the existing IT
model and SOA Specific processes, policies, standards and mechanisms.

2.0 Define: Phase Overview
2.4 Key Work Products
Define Development & Operational Aspects
2.4.1 Task: Define 2.4.2 Task: Define 2.4.3 Task: Define quality
Policies for Service Quality Gates for gates for operational
Reuse, IT Compliance Development Processes processes
& Security  Measurement Program
 SOA Governance mechanisms
 Job Roles - Responsibilities and
Competencies
2.5
 Future organizational Design
Define SOA Gov Tools and Infrastructure
 Procedures Documentation
Activities

2.5.1 Task: Define Tools &
Infrastructure Building Blocks for SOA  Quality gate check
Governance  Key Decision Record
 Communications Plan
 Education Plan
2.6 Create SOA Governance Plans  Mentoring Plan
2.6.1 Task: Build SOA 2.6.2 Task: Define the  Transition Plan
Governance Plans SOA Transition Plan

2.7 Exit Review
2.7.1 Task: Operational
Change Readiness
Checkpoint


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SOA Symposium

In the Enable Phase, the SOA Governance Model defined in the previous phase is
implemented.

3.0 Enable: Phase Overview Key Work Products

3.1
Execute Enablement

 Updated Work Breakdown Structure
and Project Plan
3.1.1 3.1.2 3.1.3
Task: Execute the Task: Initiate SOA Task: Initiate the SOA  Updated Transition Plan
Transition Plan Governance Center of Excellence (CoE)  Updated Communications Plan
Organization Changes
 Updated Education Plan
Activities

 Updated Mentoring Plan
3.1.4 3.1.5
Task: Initiate the SOA
3.1.6  Updated Procedures Documentation
Task: Initiate the SOA Task: Initiate the SOA
Governance Governance Mentoring Governance Education  Updated Key Decision Record
Communication Plan Plan Plan

3.1.7 3.1.8
Task: Update/Refine Task: Implement Tools
the Transition Plan and Infrastructure for
SOA Governance


SOA Symposium

The Measure Phase continues after the end of the engagement. It monitors the
how well the processes, policies, and mechanisms put in place are meeting the
SOA’s need. It is the Improvement opportunity, to add, modify or remove
processes based on their performance.
4.0 Measure: Phase Overview Key Work Products
4.1
Execute Measurement
 Measurement Reports
 Updated Transition Plan
 Updated Procedures Documentation
4.1.1 4.1.2 4.1.3
Task: Measure the Task: Measure the Task: Review and Refine  Updated Key Decision Record
Effectiveness of the Effectiveness of the Operational
SOA Governance Organizational Changes environment
Process
Activities

4.1.4
Task: Review and
Refine the SOA
Governance
Dashboards


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SOA
Governance
and
Organizational
Changes


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SOA Center of Excellence (COE)
A proven cross-LOB organizational and delivery model for SOA Governance

Manage the SOA Lifecycle
Change management including
policies for publishing, using and
Provide SOA Measuring retiring services Provide Skills Transfer &
Infrastructure to help govern
Best Practices access and monitor service vitality Early Proof of Concepts
Visibility to usage and project Identify skills gaps and create
information development roadmaps
Business and IT dashboards Drive use of new technologies and
techniques such as BPM

Provide Architecture Vitality
Provide Architectural
& Thought Leadership Center Authority
Continuously assess, refine and
architecture framework and of Single point of accountability and
communicates SOA best
supporting assets based on internal
& external influences
Excellence practices, assets, and patterns,

Conduct SOA Architecture Define High Value
Reviews Business Services
Perform independent design and Modeling business processes,
architecture reviews for key information services Best
applications and infrastructure Establish Decision Rights practices for identifying
Service portfolio planning and and defining shared services
organizational design
Assets and best practices


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SOA Symposium

SOA CoE Structure - Summary
 Key touch points to/from LOBs
Role Summaries  Communicates business
needs, priorities
 Sets SOA vision, principles,
policies
 Prioritizes SOA efforts; allocates  Sets SOA standards,
Executive Steering SOA funding policies
Committee  Resolves exception requests  Defines all SOA
architecture elements
(Tech., application, data,
Core CoE Team security…)
 Sets business  Provides thought
direction and priorities leadership
 Authorizes funding Business
 Harvests assets
 Enforces SOA Relationshi  Supports SOA
mandate SOA p Directors development and
 Resolves disputes Board operations
(final)  (Permanent roles)
Architecture
Office

 Pool of skilled resources
CoE Sub-
Project
 Executes day-to-day Teams
SOA functions Teams
(Project Team
 (Rotational) roles Authority)
 Develops applications using SOA
assets, guidance of the CoE
=SOA Architecture Review Board
 Ensures project-level compliance


SOA Symposium

The SOA Governance Organization and Its Relationship to IT Governance

CIO

Biz Admin New Biz Dev Rel. Mgmt Sales Product Finance SOA
Head IT Chief
Domain Domain Domain Domain Domain Domain Executive
Strategist Architect
Owner Owner Owner Owner Owner Owner Sponsor

IT Executive Steering Committee

SOA
Business Business Lead Business SOA
Director
Relationship Business Relationship Services Chief
Director Relationship Director Champion Architect
Directors SOA Board

Service SOA Data Service
Registrar Architect Developer

Business Business SOA Security Service Integration
Analyst Analyst Architect Architect Specialist

Finance Typical
Domain ……… Domain SOA
Operations Service
Architect Tester
Domains
SOA Core Team
SOA CoE

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SOA Symposium

Projects and LOB organizations interaction with COE

Customer

Vertical n
LOB - 1

LOB - 2
……………………………………...

App 1 App 2 ……….. App n

Project Teams

Solution Business Architectural Mediation Gatekeeper of Project
architecture service Manage re-usable
SME, guidance for developers coordination
leadership, metadata, assets developed
business to IT leveraging ESB and Web and Program
technical augment asset from ESB
liaison services Services coordinator
direction for repositories with implementations
specialist
building assets service metadata

Lead Business Integration Integration Service Registrars Knowledge & Project
Architect (s) Service Analyst (s) Architect (s) Specialist (s) & Librarian Asset Manager coordinator

COE Core Team

Business Service
Director Chief Architect
Champion

COE Leadership Team


SOA Symposium

Lessons Learned


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SOA Symposium

SOA Governance Requires a Methodological and Rigorous
Approach to be Successful

A comprehensive approach is needed to implement effective SOA
governance that will:
 Assess the current organizational context of your organization
 Define a governance model that the organization will accept and embrace
 Leverage tooling to make governance operational and automatic
 Function based on best practices, processes, principles, policies and a methodology

Watch out for some potential traps in implementing SOA governance:
 SOA governance is not “one size fits all”
 SOA governance is not driven by tools
 SOA governance addresses the uniqueness of service orientation. Leverage and
extend IT governance to achieve SOA governance
 SOA governance requires a non-siloed, consistent approach


SOA Symposium

SOA Governance Factors to Consider MUST DO’S
It’s More about Organizational Change and Processes, Less about Tooling

1. Garner C-level backing across the board

2. Engage the business and drive business value

3. Establish an SOA funding model for the long term

4. An enterprise architecture facilitates initial establishment of SOA governance

5. Commit to roles, responsibilities and resources

6. Socialize the governance model

7. Be Ready for SOA


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SOA Symposium

Lesson #1 – “C-level” Backing Across the Board

 SOA Governance absolutely requires buy-in and active support from the CxO
level. It’s not enough to have the CIO on-board; the other CxO’s need to bring
home the priority of SOA efforts to LOBs (where the funding often is).
 Lack of real “C-level” understanding, commitment, and active support
for SOA leaves governance efforts impotent, as incentives and
enforcement for SOA on LOB projects are lacking.
 With large-scale projects, SOA is often a sidecar to a bigger program
effort; it will dwindle and eventually fail if the program is focused on “core”
BAU functions that are challenging enough. CxOs can ensure that SOA stays
center stage (or at least on it!).
 Leadership absolutely must participate in the early stages of
governance to clearly define the strategy, vision, principles, and processes
for business to IT processes like funding.
 This doesn’t mean that the CEO needs to be thinking about SOA every day;
but they do have to lay down the law for compliance and back it up, even at
the cost of short-term project delays.


SOA Symposium

Lesson #2 - Engage the Business and drive Business Value

 An effective governance organization will have representation from both IT
and the business.
 This business participation is crucial so that business needs /
requirements can be properly represented.
 Avoid “this is how it was done …”.
 Many times LoB’s will also own the various applications that provide required
business functionality and which may be the foundation for many services
 By focusing on driving business value SOA and the need for SOA governance
becomes contagious across the organization. A dedicated focus on value will
promote and facilitate LOB buy-in


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SOA Symposium

Lesson #3 – Establish SOA Funding Model for
the Long Term

 There must be commitment to funding the dedicated resources necessary for SOA
stewardship (COE & Gov.). While “doing” SOA doesn’t necessarily mean wholesale
organizational change, there will need to be resources dedicated to SOA.
 Roles and responsibilities (short & long term) for the COE in particular must be carefully
planned and funded. Understaffing SOA Governance or the COE as a token nod to
their importance is an SOA killer.
 Some Governance roles will need to be permanent, and possibly full-time – plan and
fund accordingly.
 Centralized, deep-skill SOA resources with an enterprise view for SOA are often
planned for at the start. In most cases, however, some subset will need to continue to
play an active role – perhaps as a shared pool that projects can leverage.
 Funding for projects must be linked to the governance processes so that there is no
way around them. If there’s any way to shortcut the process, projects will take it.
 Funding for SOA should seem to LOB projects like an advantage – not a penalty. A
creative model that rewards the LOB for serving the enterprise at large is
essential.


SOA Symposium

Lesson #4 - An Enterprise Architecture facilitates initial
establishment of SOA governance

 True SOA isn’t a departmental effort; it spans the enterprise*. Without access
to an enterprise-level view of data, processes, interfaces, systems,
service consumers, etc., it’s impossible to plan for enterprise-level reuse.
 Project members usually don’t have visibility to entities and processes of other
LOB’s nor the time to hunt them down to design every service for reusability.
So, SOA becomes SOI – Services are used as EAI glue only; little to no reuse
or business relevance. EA artifacts provide the necessary cross LOB visibility
required by all parties.
 SOA Governance needs a baseline to manage to; without EA, there is no
foundation to govern against.


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SOA Symposium

Lesson #5 – Commitment to Roles, Responsibilities, and
Resources

 All too often, SOA roles and responsibilities are just piled on top of client
personnel’s “day job”, so commitment to SOA falters. Clients often assign only
1-2 resources to participate in the governance design part-time, so the effort
takes much longer and ends up a poor, ineffective fit for the organization.
 There’s no getting around it: for SOA Governance implementations, some
dedicated SOA resources will be necessary. We need to understand the
existing roles & responsibilities of the folks tapped to participate to know how
much time they will be able to commit to SOA.
 Leadership must understand the level of effort required and enable enough
key resources to make governance effective.


SOA Symposium

Lesson #6 – Get the Message Out

 Too often, SOA fails because the right people don’t understand the “So what”
for SOA relevant to them and the enterprise at large. An SOA evangelist,
someone in leadership with influence, deep business knowledge, and a keen
understanding of the value in SOA can make a big difference in getting and
keeping buy-in.
 Communication of SOA concepts, efforts, governance how-to’s, and COE
offerings is often the difference between SOA success and failure. Involve
some folks (S&C) skilled in formal communication and education
campaigns.
 Metrics are the key to knowing the effectiveness of any effort. Collect data
periodically to make sure SOA is gaining traction in projects, that it’s widely
understood conceptually, that folks know where to turn, etc.
 The COE’s role(s) must be understood, documented, and propagated so
that it can play an effective role across LOBs. With deeply skilled resources,
the COE can be a massive influence on the success of SOA in projects – but
people have to know it’s there and what it does.


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SOA Symposium

Lesson #7 – Be Ready for SOA

 SOA requires a certain level of IT maturity. Likewise, SOA Governance
requires a certain level of business and IT governance maturity. Take the
time to make an impartial evaluation of readiness and start at the right
level.
 Environment overhaul and wholesale outsourcing introduce substantial
chaos in the transition period. Establish some stability first, or address SOA
foundation efforts and areas that are relatively stable for SOA. Otherwise, to
ensure the success of SOA in the storm, significant project oversight and
a deep commitment to SOA aspects is required.
 If we’re boiling the ocean, and SOA is to stay afloat, it’s crucial that we don’t
just replicate “business as usual”. Silo-oriented LOBs need to be
evaluated and possibly restructured to enable enterprise-wide efforts
and cooperation. Involve some Change experts from the beginning to
facilitate this.


SOA Symposium

Summary


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SOA Symposium

Summary
 Governance is about establishing chains of responsibility, policies and control
points.
 The execution of key governance processes can be vastly improved through
the use of software
 The SOA Governance and Management Method offers a comprehensive
methodology for formally establishing SOA Governance in an orgnization
 Center of Excellence is a proven organizational structure often used to
establish governance and realize an SOA roadmap
 Always consider the following SOA Governance factors:
– C-level sponsorship
– Engage the business
– Define a Funding Model
– An EA facilitates the initial establishment of SOA governance
– Commit to roles, responsibilities and resources
– Get the message out
– Be ready for SOA


SOA Symposium

Rational Method Composer SOA Governance & Management Model
Plug-In

 “How To” Guide
for SOA
Governance
Implementation
 Free


22

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