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Key concepts and themes
What is SOA?
What kind of architectural style to choose?
The "pipe and filter" style
Constraints on data types
The development lifecycle
Providing an appropriate level of abstraction
Key themes addressed within RUP for SOA
Service identification and specification
Constructing a model of a service
WSDL-defined services
Developing service specifications
Defining service providers
Determining the granularity of a service
A behavioural specification
Policy specification
Defining candidate services
Refactoring services
Managing a service portfolio
Applications as dynamic entities
A portfolio of available capabilities
Process time-binding
Run-time binding
WSDL, XSD and WS-Policy
The service portfolio management process
Configuring an SLA for a web service
Partitioning service-oriented solutions
Managing the models
Categorizing the elements
Different stakeholders reviewing the model
Using packages
Representing views into the model
Composite structure from UML 2.0
Using "parts" and "connectors"
Partitioning the managed services
New and updated guidelines
Managing message attachments
Designing messages
Assuring consistency of message schema
Service data encapsulation
Relationship data schema - service boundaries
Service mediation
State management
The merits of stateful and stateless services
Managing resource state
Going from services to service components
The traditional design/implementation model
Message-centric design
Focus on the service domain
Domain engineering
Applying object-oriented analysis and design
Producing highly reusable models
The traditional business-to-business arena
EDI standardization
Hybrid message and service-centric approach
Use case analysis
Documenting requirements
Using business process models
Non-functional requirements
The requirements database
Service-centric design
Exposing functions expected of the business
Exposing operations of service providers
Making intuitive service interfaces
Service-centric modelling
Use-case driven approach
Understanding the needs of the actors
The project goals -from a business standpoint
Involvement of the software architect
Policy information, required by service consumers
The business executive role
Interaction with the back-end system
Connecting service to implementation model
Refining the service model
Addressing performance concerns
Collaboration-centric design
Collaborating services
Process view of the services
Traditional business modelling
Fulfilling roles in the collaboration
Partner Interchange processes (PIPs)
OAGIS standards
Process-centric mindset
The "business vs. IT gap"
"Black box" activities
Defining key performance indicators (KPIs)
Versioning and publishing a model
Producing metrics for monitoring
Choreography language
Business process execution language (BPEL)
Monitoring the services
What is SOA Governance?
Compliance to standards or laws
Change management
Ensuring quality of services
Managing the portfolio of services
Managing the service lifecycle
Uing policies to restrict behavior
Monitoring performance of services
The SOA Governance issue
Governance appearing as SOA initiatives
A dynamic environment for services to interact
Encouraging the reuse of services
Controlling how services interact with each other
SOA Governance Stages
First: realization that governance is needed
Second: governance improving business execution
Third: mixing technology & changes in behavior
Fourth: technology selection & implementation
Service Management
Design-time perspective
Run-time perspective
Repository of service for reuse
Services contained in heterogeneous platforms
Service-virtualization for run-time management of services
Critical governance components
Service registry service and an asset repository
Creating a "SOA Centre of Excellence”
Focusing on establishing SOA organizational guidelines
The organizational maturity
Agreed governance policies
SOA Governance tools
Real time monitoring of events
Failures in a BSM framework
Service-level instrumentation
Hooking into operational management systems
Virtualization as enabler to separate governance/service logic
Service virtualization managed by operational staff
Developing core SOA governance
Why SOA technology stack has grown complex
Mixing between COTS & in-house
Justifying external consultants to help out
Figuring out which business we are really in
Roles and responsibilities involved in SOA Governance
Establishing a SOA Centre of Excellence
Enterprise-wide planning and assistance in execution
The roles of the SOA architect/governance architect
Solving potential conflicting interests
Ensure that governance guidelines are followed
Barriers to SOA governance
Not realizing the need for governance
Lack of Governance technologies
Lack of Service virtualizations
State of good governance
Interaction with external parties
Managing the business rules and BRE mgmt
Regulations for good governance
The agreements repository
Proactively embedding governance in the business
Governance by action rather than by statement
SLA monitoring to establish premium prices
Critical success factors
Start thinking about governance early
View governance as a moving target
Manage policies as entities with their own lifecycles
Choose a technology platform
The platform should address immediate governance needs
Future support as SOA infrastructure scales
Enforce service level agreements