Chapter
1.2.6 Service-level agreements (SLAs)
1.2.7 Suppliers and providers
1.2.8 Customers and users
1.3.1 Integration and federation
1.3.2 Business process improvement
1.3.3 Application design and development
1.3.4 Software operations
1.3.5 Putting it all together
1.3.6 Old wine in new bottles?
1.3.7 The pivotal role of SOA
1.4 The business question
1.4.1 The elevator question
1.4.2 The water cooler question
2.1 Web services in context
2.1.2 Introducing Web services
2.1.3 Toward utility computing
2.1.4 Virtual service networks
2.1.5 The standards jungle
2.1.6 Adoption strategy in a nutshell
2.2.1 Limits of execution management environments
2.2.3 The asset inventory
2.2.5 The quality dimension
2.2.6 The consume–provide dimension
2.2.7 The temporal dimension
3 Business process management
3.1.1 Cultural shifts in IT
3.1.2 Cultural shifts in modeling
3.2.2 The emergence of BPM
3.2.3 Bringing workflow and business process modeling together
3.3.1 Business process choreography
3.3.4 BPM as multi-faceted
3.4 Toward business as a service
3.4.1 Business process improvement
3.4.2 The manufacturing paradigm
3.4.3 Introducing service-oriented viewpoints
Part 2 Business architecture
4 Service-oriented process redesign
4.1.1 Evolving process redesign
4.1.2 Recasting existing software resources
4.1.3 Business architecture
4.1.4 The software service as a unifying thread
4.1.5 Focusing on services
4.2 Process redesign patterns
4.2.1 Types of process redesign patterns
4.2.2 A service-oriented process redesign pattern
4.2.3 Context for service-oriented process redesign
4.2.5 Scoping the service-oriented process redesign
4.3.2 Business process granularity
4.3.3 Service granularity
4.4.1 Three key types of service
4.4.2 Relativity of types of service
4.4.3 Identifying different types of service
4.5 The line of commoditization
4.5.1 Organizing services
4.5.2 Organizing software services
4.5.3 Focal points and the line of commoditization
4.6 Sourcing and usage of services
4.6.1 Outsourcing services
4.6.2 Insourcing services
5 Gleaning business value
5.1.2 Use of Web services
5.2 Starting the redesign effort
5.2.1 A case for business process improvement
5.2.2 Scoping the process redesign
5.2.3 The first increment
5.2.4 Limitations of the first increment
5.2.5 Tackling the second increment with Web services
5.2.6 Stepwise migration to new services
5.2.7 Challenges and limitations of this approach
5.3 Service-oriented viewpoints
5.3.2 Some questions to ask
5.3.5 Partner connectivity
5.3.7 Multi-channel capability
5.3.9 One-stop experience
5.4 Applying service-oriented viewpoints
5.4.1 Assessing the goals
5.4.2 Assessing the viewpoints
5.4.3 Redesigning the process
5.4.4 Looking for possible external services
5.4.5 Assessing priorities
5.4.6 Revising priorities
6 Achieving business agility
6.2.1 Process, goal, and rule
6.2.2 Assessing the business–IT alignment
6.2.3 Dealing with lower-level business goals
6.2.4 Establishing business rules
6.2.6 Capturing and documenting rules
6.2.7 Capturing and documenting sourcing and usage policy
6.3.1 Applying domain analysis for service orientation
6.3.2 Understanding business domains
6.3.3 Partitioning domains by types of service
6.3.4 Examining sub-domain dependencies
6.3.5 Scoping using sub-domains
6.4.1 Identifying services
6.4.2 Examining different contexts for services
6.4.3 Understanding service information
6.4.4 Evolving the services
6.5 Surveying and cataloging assets
6.5.1 Scope of asset inventory
6.5.3 Evolving the asset inventory
Part 3 Service-oriented architecture
7 Service-oriented architecture themes
7.1.1 The elements of the SOA
7.1.3 Project and enterprise SOA
7.1.4 Provider and consumer viewpoints
7.2.1 Traditional IT architecture
7.2.3 Operations management
7.3 Integrating execution management
7.3.2 Integrated SOA and SOM
7.3.3 The on-demand perspective
8 Service-oriented architecture policy
8.1 Foundations of SOA policy
8.2 Business–IT alignment
8.2.2 Developing the BIAT
8.3.1 Layering of QoS requirements
8.3.2 Dimensions of QoS criteria
8.3.4 The service type dimension
8.3.5 The temporal dimension
8.3.6 The business criticality dimension
8.4.4 Notes on operation invocation
8.5 Sourcing and usage policy
8.6.1 A matter of specification
8.6.2 Elements of SOA technology policy
9.1.2 The business benefits of agility
9.2 Service design techniques
9.2.1 Developing the service information model
9.2.2 Understanding service information needs
9.2.3 Assigning specific goals to services
9.2.4 Mapping business rules to the SOA
9.2.5 Assigning business rules to services
9.2.7 Describing services
9.2.8 Understanding service dependencies
9.3 Interface design techniques
9.3.1 Identifying interfaces
9.3.2 Developing the interface design
9.3.3 Understanding interface dependencies
9.3.4 Specifying services
9.4 Software unit architecture techniques
9.4.1 Software unit architecture
9.4.2 Use of service buses
10 QoS infrastructure design
10.1 Preparing for service-oriented management
10.1.1 SOA technology infrastructure
10.1.3 Avoiding software anarchy
10.1.4 “You can’t measure what you don’t specify”
10.1.5 Achieving business–IT alignment
10.2.1 Basic capacity concepts
Business capacity management
Service capacity management
Resource capacity management
10.2.2 Raising the capacity bar
10.2.3 The service capacity template
10.2.4 Service capacity design
Introduction of design mechanisms
10.3.1 Basic availability concepts
10.3.2 Raising the availability bar
10.3.3 The service availability template
10.3.4 Service availability design
10.4.1 Basic security concepts
10.4.2 Raising the security bar
10.4.3 The service security template
10.4.4 Service security design
Designing for single sign-on
Gauging the impact on capacity
10.5 Infrastructure service buses
10.5.1 The concept of ISB
Part 4 Service-oriented management
11.1.1 The elements of SOM
11.2 Service execution management
11.2.1 The SEM life cycle
11.3 Service-level management
11.3.1 Challenges and opportunities
11.3.2 Raising the SLA bar
11.3.3 A word about software services
11.4.1 ITIL in a nutshell
11.4.3 The ITIL process framework
11.5 Bringing it all together
11.5.3 Raising the SLM bar
12 Service-level agreements
12.1 Managing expectations
12.1.2 The SLA as a trade off
12.2.1 Specification of service
12.2.2 Service-level agreements
12.4 A step-by-step guide
12.4.1 A simple SLA process pattern
Macro level: establish viability of the SLA
12.4.2 Developing SLAs at the macro level
12.4.3 Developing SLAs at the micro level
13.1 Specification before process
13.1.1 Supply, manage, and consume
13.2 The roles of service orientation
13.2.1 An overview of roles
13.4 Ownership and finance
13.4.3 Service funding models
13.4.4 Service charging models
13.5.1 Services versus software services revisited
13.5.3 Customer-driven approaches
13.5.4 Provider-driven approaches
13.5.5 Collaborative approaches
14 Queensland Transport: a case study
in service orientation
14.1.1 Profiling a service-oriented organization
14.1.2 The need for a service-oriented approach
14.1.3 Adoption of the SOA
14.2.1 The Dealer Agency Interface System
14.3 Service-oriented process redesign
14.3.1 Business–IT alignment: three useful techniques
The Value Discipline model
The Competitive Strategy model
14.3.2 Scoping process redesign
Identification of key technology enablers/drivers
14.3.3 The importance of an asset inventory
14.3.4 Service sourcing and usage strategy
14.3.5 Model-based development and business rules
14.4 Service-oriented architecture
14.4.1 Creating an agile asset
14.4.2 Realizing business agility
14.5 Service-oriented management
14.5.1 Understanding and agreeing on “service support”
14.5.2 Accreditation of consumers
14.5.3 Understanding service demand
14.5.4 Service orientation and ITIL
14.6.1 Evolving cultural awareness
14.6.3 A business phenomenon
14.7 Where to next? A service-oriented future
15 Credit Suisse: a case study in service orientation
15.1.1 Historical IT background
15.1.3 The overall approach
15.1.5 Introducing the case study
15.2.1 Understanding domains and applications
15.2.2 Rationalizing the legacy portfolio
15.2.3 Rationalizing the technical infrastructure
15.2.4 Achieving early business results
15.3.1 The line of commoditization
15.3.2 Sourcing and usage considerations
15.3.3 The asset inventory
CS Service Bus (synchronous)
CS Event Bus (asynchronous)
Bulk Integration Bus (bulk transfer)
15.4 Delivering business value
15.4.1 Developing customer information services
15.4.2 Money transfer example
15.4.3 Stock order example
15.5 Service-oriented management
15.6 Improving the approach
15.6.1 Introducing SOA design patterns
15.6.2 Understanding resistance to change
15.6.3 Introducing interface specifications
15.6.4 Dealing with poorly structured legacy systems
15.6.5 Improving the software process
15.6.6 Defining QoS levels
15.6.7 Developing awareness
15.6.8 Improving organization structure
Useful sources of information
Industry bodies and consortia
Domain analysis and business rules
Service Orientation
：Winning Strategies and Best Practices
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