The New Language of Business: SOA and Web 2.0

Rebecca Bond0131345907, 0131401580, 0131413031, 0131440241

There is now a direct, provable link between an organization’s flexibility and business performance. To optimize flexibility, companies must achieve unprecedented levels of integration and automation of key processes and infrastructure, both internally and externally. At the same time, they must learn to manage their processes far more dynamically and responsively.They must become flex-pon-sive*.Until recently, technology stood in the way of achieving these goals. Thanks to the emergence of service oriented architecture (SOA), Web 2.0, and open standards, technology now enables companies to achieve those goals. In The New Language of Business, one of IBM’s top SOA strategist demonstrates how business leaders can use innovations in technology to drive dramatic process improvements and support accelerating change.Sandy Carter shows how to deconstruct your business into a “componentized” business model, then support that model with linked, repeatable IT services that can adapt quickly, easily, and economically. These techniques will help both IT professionals and business leaders reach new levels of operational excellence to deliver the market-focused innovations that matter most.

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Table of contents :
Prentice.Hall.The.Linux.Programmers.Toolbox.Mar.2007……Page 1
Contents……Page 10
Foreword……Page 14
Acknowledgments……Page 17
About the Author……Page 20
PART I: Start at the Beginning—The Business……Page 22
1 The Innovation Imperative……Page 24
Focus on Growth……Page 25
Focus on Process Is Key……Page 29
Summary……Page 32
What Does Flex-pon-sive* Mean?……Page 34
Business Response: What Does It Take to Be a Winner?……Page 40
Summary……Page 42
3 Deconstructing Your Business: Component Business Model……Page 44
Competing in an Era of Specialization……Page 45
Patterns of Success……Page 57
Leveraging CBM to Deliver Value……Page 58
Summary……Page 60
PART II: A Flexible Business Requires Flexible IT……Page 62
4 SOA as the DNA of a Flex-pon-sive* and Innovative Company……Page 64
What Is Service Oriented Architecture?……Page 65
Competing on Flexibility……Page 72
SOA Connectivity for Flexibility……Page 81
Reuse Through SOA for Flexibility……Page 82
The SOA Reference Architecture……Page 86
Why SOA Projects Succeed and How to Leverage Their Lessons……Page 90
Summary……Page 94
5 SOA Key Concepts……Page 96
Interoperability Standard: Web Services……Page 97
Business Service Registry and Repository……Page 102
Enterprise Service Bus (ESB)……Page 105
Tying It All Together: Services, Connectivity Through Your ESB, and the BSRR……Page 122
The SOA Lifecycle Drives IT Flexibility……Page 123
Summary……Page 124
6 SOA Governance and Service Lifecycle……Page 126
What Is Governance?……Page 127
The Alignment Challenge Made Real……Page 131
Alignment Vision for the Future……Page 132
The SOA Governance Challenge……Page 135
The SOA Governance Link to Service Lifecycle Management……Page 144
Governance and Lifecycle Management Linked Through the Service Registry and Repository……Page 151
How to Get Started……Page 153
Summary……Page 154
7 Three Business-Centric SOA Entry Points……Page 156
Business Process Management as an Entry Point……Page 157
Final Insight into IBM……Page 173
Information as an Entry Point……Page 178
Collaboration as an Entry Point……Page 188
The Bottom Line: The New Language of Business……Page 194
Summary……Page 198
8 What about Web 2.0 and SOA? Are They Related?……Page 200
What Is Web 2.0?……Page 201
Web 2.0 and SOA: Advantage for Flexibility……Page 206
The Web as the Next Platform……Page 211
Business Models Enabled……Page 212
Summary……Page 219
PART III: How to Implement Flex-pon-sive* in Your Business……Page 220
9 The Top 10 Don’ts!……Page 222
1. Don’t Expect Maximum Business Flexibility Without SOA……Page 223
2. Don’t Just Do Technology—It Is a Transformation of the Way You Do Business……Page 224
3. Don’t Throw Everything Out!……Page 226
4. Don’t Bite Off Too-Big Projects……Page 227
5. Don’t Forget to Set Expectations……Page 228
6. Don’t Expect to Do This Without a Culture Modification Through Governance……Page 233
7. Don’t Forget the Right Skills……Page 235
8. Don’t Expect the Flexibility Without Open Standards……Page 237
9. Don’t Do This Alone—Leverage Partners Who Have Experience……Page 238
Summary……Page 241
10 Case Study: IBM……Page 244
The Background……Page 245
The Governance Model……Page 248
The Journey……Page 251
The First Project……Page 252
SOA and Reuse Are Alive……Page 253
Set Expectations……Page 255
Business Impact Metrics……Page 257
The Cultural Change……Page 259
The Right Skills……Page 261
Summary……Page 263
11 Putting It All Together……Page 264
Growth, Business Flexibility, and Innovation Are the Results of a Flex-pon-sive* Company……Page 265
Now, How Do You Convince the Business……Page 267
SOA and Web 2.0 Become the Enablers……Page 269
Learning from Other Companies Is Critical Around the Entry Points……Page 271
Unlock the Business Value Multiplier……Page 288
Governance Is Critical……Page 295
Infrastructure and Management Complete the Picture……Page 298
Summary……Page 300
B……Page 304
E……Page 305
O……Page 306
R……Page 307
S……Page 308
W……Page 310
X……Page 311
B……Page 312
C……Page 313
E……Page 314
G……Page 315
I-J……Page 316
P……Page 317
S……Page 318
X-Y-Z……Page 320