This document discusses how to manage SOA projects to deliver business value. It identifies typical pitfalls such as overpromising on technology capabilities or focusing too much on technical requirements rather than business requirements. It emphasizes that managing projects from the earliest stages is key to delivering expected business value. It also outlines different adoption strategies and roles involved, including enterprise architects, IT project managers, and business managers. The roles each play a part in governance and decision making.

1. Founding Sponsors
This Presentation Courtesy of the
International SOA Symposium
October 7-8, 2008 Amsterdam Arena
www.soasymposium.com
info@soasymposium.com
Gold Sponsors
Platinum Sponsors
Silver Sponsors

2. How to Manage SOA Projects
to Deliver Business Value!
Wouter.Paul.Trienekens@logica.com
© Logica 2008. All rights reserved

3. Profile Wouter Paul Trienekens
• Ir. Wouter Paul Trienekens (1961) is Principal Consultant specialised in Enterprise &
Solution Architecture and Logica’s NL Practice Lead for Enterprise Architecture and
Enterprise Service Architecture, part of the group wide IT Strategy & Transformation
Practice of Logica.
• Wouter Paul is founder of the Research Centre for Enterprise Architecture, Member
of the NL Architecture Council within Logica and member of the group core team on
Enterprise Architecture & SOA.. With these teams he is establishing the professional
2
(architecting) community and guiding the curriculum development, develop and
provide training, coaching & certification of Architects and coaching project
engagements..
• He is Logica’s representative for the NESSI:NEXOF-RA programme (service
reference architecture) of the European Committee and for the National Architecture
Forum (www.naf.nl).
• Wouter Paul is chairman of the Dutch Information Architects Society (www.GIA.nl)
and architecture editor of the Magazine on Information & Management
(www.TIEM.biz). He frequently speaks on seminars and facilitates training
workshops and is the Chief Editor of the Information Architecture syllabus of
Euroforum.

4. Profile Wouter Paul Trienekens
• Some recent publications and presentations are:
– Euroforum: Chief editor of the Syllabus “Informatie-architectuur in de praktijk”
– Euroforum: Information Architecture workshops
– Workshop TNO-CWI Performance, Non Functional Requirements
– Magazine for Information Management (TIEM): Article: ”Decision making made effective
by Enterprise Architecture, the role of the architect in its environment”.
3
– Seminar Windows in the Enterprise: Presentation IT-Governance on Windows
Infrastructure.
– Magazine Information & Architecture: Article: “Shared Service Centres, een extra reden
voor Informatie Architectuur”, Drs. Bart de Rijk & Ir. Wouter Paul Trienekens
– Seminar Database Systems “Professionele bedrijfsvoering en architectuur: relatie,
noodzaak en aanpak”
– Seminar “Enterprise Architecture and Strategy Forum“ (Amsterdam & London):
Presentation “Enterprise Architecture for the eCommerce world” and Workshop “Opening
up your enterprise for eService” with Leo van der Wal & Michiel Malotaux.

5. SOA: a paradigm shift, a new booming area …
Analysts view of SOA [Gartner] – By 2011:
◦ 60 cents out of every dollar that
businesses spend on software will be
spent on a solution using SOA, Web
services or Web 2.0.
◦ 59% of all commercial business
software will support Web services,
MARKET
OFFERS
Logica’s SOA Offers include:
– Customer oriented offers, covering
needs where EA & SOA play a key role
– Core EA & SOA capabilities, which
can be leveraged in all customer
contexts
software will support Web services,
Web 2.0 or SOA
MARKET
Excellent relationships with all major SOA
partners/editors
SAP, Oracle/BEA, IBM, Microsoft,
Tibco, Software AG
All major solution vendors build their
solutions on SOA platforms
PARTNERS
CxO
Performance
Advisory
Developing
the agile
enterprise
Innovation
Management
and Services
Orientation
Dealing with
legacy
reality
Enterprise Architecture
Integration Oriented
SOA
Data
Oriented
SOA
Process
Oriented
SOA

6. A High Growth Area to federate energies…
SOA High
Growth Area
SOA Practice
Leader
OffersBusiness
Development
SOA Sales
Support Team
SOA Sales Kit
& Materials
Core SOA Applied SOA
Georges
ABOU HARB
Deputy
Managing Director
5 main markets
• France
• Nordics
• Netherlands / Benelux
• UK
• Germany
François
RIVARD
Senior Manager
SOA Int’al
Experts
SOA
Methodology
SOA Com. &
Mktg materials
SOA Int’al
Com. Team
Marketing&
Communication
ResourcesOffersPartners
Group
Partnerships
Core SOA
Offers
Applied SOA
Offers Senior Manager
Jaap
SCHEKKERMAN
Senior Manager

7. Differentiation elements
Today, Logica has gathered significant experience on how to build a successful SOA offering
in France, which seems to be fully exportable to other countries:
Double positioning on both:
• Management Consulting
• Delivery capability (bid for large deals)
Double
positioning
SOA
Methodology
Proven methodology and tooling (GO-ON) to
allow hesitant customers to heavily rely on us for
making SOA a reality in their enterprise. This also
secures our capacity to commit on project delivery.
Service Orientation enablement
complemented by:
• Data-oriented SOA (EIM & MDM)
• Process-oriented SOA (BPM, BRMS)
Specific Open Framework® to ease SOA
deployment
Extended
SOA
Excellent relationships SOA partners/editors: SAP,
Oracle/BEA, IBM, Microsoft, Tibco, Software AG
New generation of SOA platforms:
SAP Netweaver, Oracle Fusion
Middleware, Microsoft Biztalk...
SOA
Partners
SOA
Governance
SOA Governance, including:
•Customer’s financial & organisational assessment
• SOA Competency Centres
• Change Management for all stakeholders
Communi-
cation
• Award winning publications
• Organisation of events on SOA
• Long term involvement in experts communities
• Dedicated Web TV channel

8. Our Customers
Finance
Insurance
Services
Transports
Public
SectorSector
Telecom
Utilities
Industry
Distribution
CPG
Pharma

9. How to Manage SOA Projects to deliver business value.
• Evaluating SOA related projects tells us that it can be very
difficult to yield the expected business value. Why? Is it
because the technology is not there yet? Or do the system
integrators promise too much? Or does the business have
expectations that cannot be achieved?
• Although technology is a key factor for the foundation of the• Although technology is a key factor for the foundation of the
service based environment, the business value delivered
proves to be highly dependent on the way the engagement is
managed from its earliest stages.
• During this presentation we show our lessons learned and give
practical tips on how such projects should be managed
to promote delivery of the expected business value.
11

10. Who is Who?
• Systems Architect
• IT Project Management
• Business & IT Solution Architect
• IT Manager• IT Manager
• Programme Management (Business & IT portfolio)
• Enterprise Architect
• CIO
• Business Line Manager
• CEO-COO
12

11. Typical pitfalls from the field
• Since the technology is there, IT people, think we can do it
(change de world).
• Building the perfect solution
– The whole enterprise
– All the services needed
• Clients requesting the perfect solution• Clients requesting the perfect solution
– Don’t know the impact on delivery organisation
– Don’t know the impact on the operation organisation
• Requirements
– System requirements versus Business requirements
• NFR’s
• Build for use
– Use versus reuse
– Who has been in the future?
13

12. Typical Project Goals, The Questions to Answer
• Would you tell me, please, which way I
ought to go from here? asks Alice.
• That depends a good deal on where you
want to get to, said the Cat.
• I don’t much care where, said Alice.• I don’t much care where, said Alice.
• Then, it doesn’t matter which way you go,
said the Cat.
• Source: Lewis Carroll’s Alice in Wonderland
14
So choosing the right adoption strategy is key! (you must be able to do it)

13. Adoption Strategies (Entry Points) / Project categories
Presentation
People
&
Culture Information
Processes
Organisation
1. Business Transformation
start
start
2. Leverage Information
3. Empowering People
4. Business Process
Management
No. 1508 October 2008
Storage & Network
Platform
Middleware
Data
Application
Presentation
start
start
Management
5. Application Modernization
6. Infrastruct. Modernization
© IBMSo how can we arrange this to happen?

14. SOA - It’s bigger than it seemed
• Semantics
• Ontology
• Processes
• Services
• Composite applications
• Integration
• Standards
• Business agility
• Leveraging existing technology assets
• Architecture
No. 1608/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
• Architecture
• Choreography
• Orchestration
• ………… and it’s more complex than it may appear

15. Web services are a tactical means to achieve the strategic SOA goal
• Web Services are a technical solution to
enable SOA
• SOA codifies the organization’s enterprise
strategy for connecting systems to provide
common discovery, security, and
management of those connections
• Web services have specific guidelines on
messaging interactions between services –messaging interactions between services –
the tactical implementation of an SOA model
• Thus, Web Services are a specific subset of
how an SOA can be implemented
No. 1708/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
SOA
Web Services

16. SOA & Web services
• SOA can be implemented without Web services, and Web services can be used for non-
SOA (e.g. RPC) interactions. However, Web services delivers key standards for
implementing SOA.
• The WS-* family scales to meet integration challenges intra-enterprise (enterprise
application integration [EAI]) and inter-enterprise (business to business [B2B]).
• XML is an ideal candidate for loosely coupled inter-application data sharing. XML is not
self-describing, but XML Schema can be used to constrain message layout and content.
No. 1808/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
• RPC interactions
• Binary XML
• Services architecture
• Service contract
• Message based
• Service directory
• Protocol independent
• Coarse grained & document centric
• Process orchestration (BPEL)
• Web services specs
• WSDL
• SOAP & XML
• UDDI
• HTTP
• Doc literal binding
Web services
“The plumbing”
SOA
“The architecture”

17. Service Orientation: an architectural style
With Who? What? How?Why? With What? When?
Information
Business
architecture
No. 1908 October 2008
Information
architecture
Technical
architecture
Information
architecture
Systems
SOESOE
ServicesServices
OrientedOriented
EnterpriseEnterprise
SOASOA
ServiceService
OrientedOriented
ArchitectureArchitecture
SOCSOC
ServiceService
OrientedOriented
ComputingComputing
SPASPA
ServicesServices
ParadigmParadigm
AdoptionAdoption
STPSTP
ServicesServices
TransitionTransition
PlanPlan
Which roles must be in place to make change happen?

18. Project Management and the other roles!
The relationship between Management,
Programmes and Architecture
© Logica 2008. All rights reserved
08/10/2008

19. Definition of the Architect function
•WHY
– Guardian of purpose
– On behalf of the Investor
•HOW
21
– Providing insight to all concerned ...
◦ Through definition of objects and relations ...
◦ Using models and drawings (the “Architecture”) ...
◦ Applying standards and ...
– Controlling delivery
Key Question: Which insight do you need?
Answer suggestion: Stakeholders & their concerns determine the viewpoints needed!
Remember, models are for professionals, not for the average stakeholder

20. Definition of the Architect function
•What to do and when to do it (by Gartner)
3. Enterprise
Architecture
2. Vision &
Strategy
4. Portfolio
Management
1.Governance
5. Engineering & Sourcing
Target
Architecture
Current
Architecture
Migration
Architecture
22
Decision
6. Implementation & Migration
5. Engineering & Sourcing
7. Exploitation & Improvement
The Architect
Facilitates
Decisions
The Architect
Formalizes
Decisions
The Architect
Controls
Decisions
Key Question: What are the other roles involved?

21. Definition of the Architect function
•Context with other key functions
(by MetaGroup)
– Know where you want to go
– Know all relevant aspects
– Manage the change
23
– Manage the change
Key Question: What do those three roles do?

22. Enterprise
Strategy & Planning
Enterprise Strategy & Planning (Management)
The Management
Explores
Direction
The Management
Controls
Direction
The Management
Decides
Direction
24
Enterprise
Programme
Enterprise
Architecture
Key responsibility: Business Continuity (today's and tomorrow’s operation)

23. Enterprise
Strategy & Planning
Enterprise Programme (Management)
The Programme
Informs on
Change
25
Enterprise
Programme
Enterprise
Architecture
Change
The Programme
Complies
Change
The Programme
Executes
Change
Key responsibility: Change implementation

24. Enterprise
Strategy & Planning
Enterprise Architecture
The Architect
Facilitates
Decisions
26
Enterprise
Programme
Enterprise
Architecture
Decisions
The Architect
Formalizes
Decisions
The Architect
Controls
Decisions
Key responsibility: Provide oversight and insight

25. Enterprise
Strategy & Planning
Dialog for Direction Planning
The Management
Explores
Direction
The Architect
Facilitates
Decisions
27
Enterprise
Programme
Enterprise
Architecture
Key Question: What do they talk about?
Decisions

26. Enterprise
Strategy & Planning
Dialog for Change Control
The Programme
Informs on
Change
The Management
Controls
Direction
28
Enterprise
Programme
Enterprise
Architecture
Change
Key Question: What do they talk about? (PID)

27. Enterprise
Strategy & Planning
Dialog for Change Compliance
29
Enterprise
Programme
Enterprise
Architecture
The Programme
Complies
Change
The Architect
Controls
Decisions
Key Question: What do they talk about? (PSA)

28. Enterprise
Strategy & Planning
Dialog for Controlled Strategic Change & Current Operation
The Management
Decides
Direction
30
Enterprise
Programme
Enterprise
Architecture
The Programme
Executes
Change
The Architect
Formalizes
Decisions

29. Enterprise
Strategy & Planning
If Controlled Decision making is missing….
DaydreamingMutiny
Paper Strategy
31
Enterprise
Programme
Enterprise
Architecture
DaydreamingMutiny
Ivory TowerAnarchy
Polit
Buro
Key issue for success: Each role must be fulfilled!

30. Vision
Strategy &
Planning
MissionStakeholders
Enabling
Context
TechnologyBusiness
Value
EA Program
EA SOA Positioning in the Enterprise Life Cycle
No. 3208 October 2008
Enterprise
Architecture
Enterprise
Program
Management
EA Program
Objectives
Goals &
EA
Transformation
Programs
Budget
Process
Solution
Architecture
EA Measurement
(Feedback loop)
Validation
ServicesServices
OrientationOrientation

31. Your Governance Framework
Steering Group
CEO/COO
BU
Managers
CFO/CIO
IT
Manager
Enterprise
Info. Architect
Enterprise
Bus. Architect
CCO
Change Officer
Programme
Bus. Architect
Programme
IT Architect
Programme
Manager
ProjectIT BU
Name
Name
Name Name
Names
NameName
Names
Names
Names
33
Has to be in place before you can start determining your direction of change!
Transition Programme
Business
Engineers
Business Proj.
Teams
IT Project
Teams
IT
Engineers
Project
Managers
Team
Leaders
Enterprise
Operation
IT
Team Leaders
IT
Staff
BU
Team Leaders
BU
Staff
Technical
Infrastructure
Information
Systems
Business Market
Names
Names
Names
Names
Names
Names
Name s
Names
Names
Names
Names
Names
Migrating to a Agile IT Architecture is within the span of control of IT

32. Governance (decision making)
Who provides input?
What is the cause?
What is the question?
Who executes the decision?
What criteria are used?
When?
How is the process
Managed?
Why?
© Logica 2008. All rights reserved
08/10/2008
Decision
What is the question?
What is the problem?
What is decided?
How is it documented?
How is the decision
communicated?
Who is consulted?
Why?
Where does the initiative
come from?

33. Background: IT Governance Overview template
Business Objectives IT Governance Style Business
Performance goals
35
Desirable Behaviour IT Governance
Mechanism
Metrics
Harmonise
What
Harmonise
How

34. Alignment, Strategy & KPIs
Business Objectives IT Governance Style Business
Performance goals
36
Desirable Behaviour IT Governance
Mechanism
Metrics
Harmonise
What
Harmonise
How
©MIT©MIT©MIT©MIT
Key Aspect: Objective, Behaviour & Governance Style should be in harmony!

35. Background: Governance Mechanism Patterns template
IT
Principles
IT Infrastructure
Strategy
IT Architecture IT Investment
Input Decision Input Decision Input Decision Input Decision
Business
Monarchy
IT
Monarchy
37
Feudal
Federal
Anarchy
Typical
Firm

36. Background: Governance Mechanisms
Mechanisms Objectives Desirable
Behaviour
Undesirable
Behaviour
Correlation with
performance
metric
Executive
Committee
Holistic view of
seamless business
including IT
Seamless IT mngt IT ignored Growth, Market
Cap, Productivity
IT Councels Senior mngt
involvement and
education in gaining
business value from
IT
Involvement and
alignment
Abdication by
senior mngt
Margin, ROA,
productivity
Architecture
Committee
Identify strategic
technologies and
standards
Busines driven IT
decision making
IT police and delay Margin growth,
market cap,
productivity
38
Committee technologies and
standards
enforcement
decision making market cap,
productivity
Capital
Investment,
approval and
budget
Separation of
proposal and
approval
Prudent IT
investing
Paralysis by
analysis
ROA,m
productivity
Service Level
Agreements
Specify and
measure IT service
Professional
supply and
demand
Manage to SLA
not business need
ROA
Chargeback Recoup IT costs
from business
Responsible use
of IT
Arguments about
charges and
wraped demand
ROA
Process teams
with IT
membership
Takes process view
using IT (and other
assets) effectively
End to end
process mngt
Stagnation of
functional skills
and fragmented IT
Infrastructure
ROA, productivity
Key Aspect: Choose the Governance mechanism suiting your goal!

37. Roles, a vendors example
39

38. Typical Project Goals, The Questions to Answer
• Would you tell me, please, which way I
ought to go from here? asks Alice.
• That depends a good deal on where you
want to get to, said the Cat.
• I don’t much care where, said Alice.• I don’t much care where, said Alice.
• Then, it doesn’t matter which way you go,
said the Cat.
• Source: Lewis Carroll’s Alice in Wonderland
40
So choosing where you want to go is key!

39. Managing Change (direction)
VisionVision
Strategy &
Planning
Strategy &
Planning TechnologyTechnologyBusiness
Value
Business
Value
EA ProgramEA Program
MissionMissionStakeholdersStakeholders Enabling
Context
Enabling
Context
No. 4108 October 2008
Enterprise
Architecture
Enterprise
Architecture
Enterprise
Program
Management
Enterprise
Program
Management
EA
Transformation
Programs
EA
Transformation
Programs
Budget
Process
Budget
Process
Solution
Architecture
Solution
Architecture
EA MeasurementEA Measurement
EA ProgramEA Program
Validation
(Feedback loop)
Validation
(Feedback loop)
Goals &
Objectives
Goals &
Objectives
The Enterprise Lifecycle Model

40. Change in Context
Change Run
Business
Model
Business
Organization
Govern
Governanceofchange,BusinessITalignment
Strategy&EnterpriseArchitecture
Bus.Architecture
&Engineering
Bus.Development
&Maintenance
Bus.Specification
&Test
Training
&Migration Business
Transition
Market
Evolution
BusinessManagement
Market
Products
Services
No. 4208 October 2008
Technical
Application
Architecture
Technical
Infrastructure
Architecture
Functional
Application
Architecture
Governanceofchange,BusinessITalignment
Strategy&EnterpriseArchitecture
ITArchitecture
&Engineering
ITDevelopment
&Maintenance
ITSpecification
&Test
Training
&Migration
Change & Innovation
Management
Bus.Architecture
&Engineering
Bus.Development
&Maintenance
Bus.Specification
Training
&Migration
Transition
Information
change
Capacity
Adjustment
ITManagement
Operations&Support
Operations
Management
BusinessManagement
Technical
Cap.
Business
System
Info
Funct.

41. A vendors SOA methodology
43

42. A Standards Organisation’s SOA Methodology
Formulate SOA
Solution
Strategy
Build SOA
Business Case
Operate SOA
Environment
Perform technology portfolio assessment
• Evaluate current technology environment and
build a service portfolio
• Determine SOA related criteria for services
portfolio analysis
• Complete portfolio analysis to establish service
fielding priorities
• Develop a SOA roadmap and strategic guidance
1
2
Start today, be decisive, and follow a methodology
No. 4408/10/2008
(C) OASIS, IFEAD, ZAPTHINK, OMG, W3C, 2008
Establish
Program
Management
Architect SOA
Solution
Implement SOA
Solution
SOA
Methodology
Develop business case to support SOA
investment
• Support SOA strategy with rigorous
business case analysis
• Establish pertinent business case metrics
• Account for cost, ROI, and risk
management in SOA investment
decisions
3
4
5
6
Develop and implement change management strategy
• Engage stakeholders continuously
• Create needed collaborations and governance structures
• Incentivize participation
• Identify progress metrics and milestones
• Reinforce organizational changes
• Establish management controls

43. The impact of Maturity
© Logica 2008. All rights reserved
45

44. SOA Maturity
• SOA = an implementation pattern for Enterprise
Architecture => design and description of business-,
information-, application- and infrastructure architecture
where interactions center around the (re)use of services
(on all levels).
• SOA Maturity = Enterprise Architecture Maturity =>
measure for how well an architecture is thought through
and applied within the organization.
• What is special about SO? – usually means a quite
rigorous shift in organizational thinking and the
development of supporting systems and infrastructure.
No. 46

45. SOA Maturity is about…
•Organizational Maturity
•Information Services Maturity
– Functional Application Architecture
•Technology Maturity
– Technical Application Architecture
Business Model
– Technical Application Architecture
– Technical Infrastructure Architecture
•Architectural Maturity
•Life Cycle Maturity
•Governance Maturity
No. 47
Adapted from Theo Beack, SoftwareAG
April 2006, SOAInstitute
Steering Model
decision
insight

46. Impact of a SOA Maturity Model
•Provides a Point of Reference
•Create a Common Vision & Understanding
•Identify Missing or Underdeveloped
ElementsElements
•Prioritize & Measure Impact of SOA
•Prioritize & Plan Actions for Improvement
No. 48
Adapted from Theo Beack, SoftwareAG
April 2006, SOAInstitute

47. Maturity Models
Silo
Level 1
Services
Level 4
Composite
Services
Level 5
Virtualized
Services
Level 6 Level 7
Dynamically
Re-Configurable
Services
Componentized
Level 3
Integrated
Level 2
Modules Services
Process Integration
via Services
Dynamic Application
Assembly
ComponentsObjectsApplicationsApplications
Structured Analysis
& Design
Service Oriented
Modeling
Service Oriented
Modeling
Grammar Oriented
Modeling
Component Based
Development
Object Oriented
ModelingMethodsMethods
Function
Oriented
Service
Oriented
Service
Oriented
Service
Oriented
Function
Oriented
Function
Oriented
Business ViewBusiness View Service
Oriented
Service Oriented
Modeling
Process Integration
via Services
Platform
Specific
Platform
Specific
Technology Neutral
Dynamic
Sense &
Respond
Platform
Specific
Platform
SpecificInfrastructureInfrastructure
Monolithic
Architecture
Emerging
SOA
Grid Enabled SOA
Dynamically Re-
Configurable
Architecture
Component
Architecture
Layered ArchitectureArchitectureArchitecture SOA
Platform
Independent
Application Specific
Skills
Technology Adoption
Cultural & behavioral
Transformation
Human Service BusIT GovernanceIT TransformationGovernance &
Organization
Organizational
Transformation
Application specific
data solution
LOB wide
standardized Data
vocabularies
Flexible Data
vocabularies for
expansion
Data vocabularies
are Standards
based
Business Data can
be shared outside
the Silo.
Data Subject Areas
establishedInformationInformation
Enterprise wide
standardized Data
vocabularies
Service Foundation Levels
Application
Specific
Service
Specific
Virtualized
Dynamic
Sense &
Respond
Platform
Specific
Platform
SpecificManagement
Service
Independent
Application
Specific
Service
Specific
Virtualized
Dynamic
Sense &
Respond
Platform
Specific
Platform
SpecificManagementManagement
Service
Independent
No. 49
Choose according to your needs!

48. SOA Maturity Model: A nice way to use them
50
Establish the best ideas, abandon the worst practices!

49. Business Value, Which Services make the
difference
© Logica 2008. All rights reserved
51

50. Which Services make the difference?
STANDARDIZATIONINNOVATION
Consolidate
Mission-critical
activities
CORE
focus on differentiation
CONTEXT
focus on productivity
This is our USP.
Everything else is Context! Just the right
world class services!
No. 52
Adapted from Geoffrey Moore’s Living on the Fault Line
COMMODITIZATIONINVENTION
Invent
Scale
Retire
Consolidate
Outsource
activities
Enabling
activities
Compose
Insource
Someone delivers these
services at world class!

51. Insight in the Architecture of the Enterprise
No. 53

52. Insight in the Architecture of the Enterprise
No. 54

53. Insight in the Architecture of the Enterprise
No. 55

54. Everybody has it’s view: The ArchiMate model
architect,
software developer,
business process
designer
Deciding
Designing Informing
product manager,
CIO, CEO
customer,
employee,
others
No. 5608 October 2008
Details
Coherence
Overview
© Archimate Foundation

55. The ArchiMate model
External
No. 5708 October 2008
Internal
Information Behavior Structure
© Archimate Foundation

56. The ArchiMate model
External
business service
Internal
business service
Business
Customer
No. 5808 October 2008
business service
Internal
infrastructure service
External
infra. service Technology
Application
External
application service
Internal
application service
© Archimate Foundation

57. The ArchiMate model
No. 5908 October 2008
© Archimate Foundation

58. The ArchiMate model
ArchiMate can play a major role by
determining scope, analysis of
the architecture and as basis for
the repository.
60
However, its core value is the
Mental Model
Het ArchiMate Concept

59. Should IT Management handle SOA
environments differently?
© Logica 2008. All rights reserved
61

60. How to Manage your SOA based IT environment
•Key Questions:
– Is it different?
– What is different?
– What must be handled different?
•Key aspects:•Key aspects:
– SOA means Shared Business Interests
– Shared interest must be Defined
– Common business interest must be Represented
– Shared interest must be Shared
◦ Discipline, no short term excuses
– Shared interest must be governed
62
Find the key to success

61. Key Answers
• Shared Business Interest must be addressed
• Owner Shared Business Interest must not have a
personal interest
• IT is (therefore!) not an option
63
• Functional Management Common Interest!!
• Functional Management “personal” business interest
follows business responsibilities
• CIO is responsible for the balance between common
business interest and “personal” business interest
• Cooperation requires a team culture

62. How to Manage your SOA based IT environment?
• SOA is all about common interest
• Structural conflict between:
– (Big) Common interest
– (Small) personal interest
• Desertion is profitable if you are
with a few
64
with a few
• Desertion frustrates common
goals
• Desertion stimulates desertion
• Common interest requires formal
protection
• Common interest requires a
cooperative culture

63. The Key to success: Establish Managing the Shared Business Interest
• Key is culture!
– Dealing with a dynamic environment requires
cooperation based on partnership
– Dealing with complexity requires cooperation
based on craftsmanship
– Partnership and craftsmanship require
cooperation based on trustcooperation based on trust
– Partnership and craftsmanship deserve to be
trusted
– A shared image of success must be leading
for the cooperation
– Business has to act like a team with a
common goal, common success, shared
vision and shared values
– Read “Gestolde wijsheid”
65
The first book addressing
the IT Management aspects of SOA

64. Conclusion
• It’s all about TRUST and COMMUNICATION
• Deliver just enough in time so that business will just have to use what it needed
to mine economic value
• LEADERSHIP is necessary
– Vision about the things to come and ability to execute (maturity)
– “Doing the right things” instead of “Doing the things right”– “Doing the right things” instead of “Doing the things right”
• Play the right game, Business & Architects set the content, Projects deliver!
• Ensure the teams are there to play the game
• Establish the teams:
– At this moment the success is dependent of choosing the right PEOPLE in your
TEAM
No. 6608 October 2008

65. Questions
67

66. Meet at the Logica Booth for takeaway experience:
The man and their books
Lottery at 15:00 Logica Booth
68
Symposium Discount

67. No. 6908 October 2008

68. Company Address:
Logica
Contact person:
Wouter Paul Trienekens
Principal Enterprise Architect
T: +31 (0) 20 503 3000
E: wouter.paul.trienekens@logica.com
www.logica.com
No. 7008 October 2008
Logica is a leading IT and business services company, employing 39,000 people across 36 countries. It provides business consulting, systems
integration, and IT and business process outsourcing services. Logica works closely with its customers to release their potential – enabling change
that increases their efficiency, accelerates growth and manages risk. It applies its deep industry knowledge, technical excellence and global delivery
expertise to help its customers build leadership positions in their markets. Logica is listed on both the London Stock Exchange and Euronext
(Amsterdam) (LSE: LOG; Euronext: LOG). More information is available at www.logica.com.
www.logica.com

69. Contact address: Architecture@logica.com
No. 7108 October 2008 Guidelines & Samples