I've now been looking at Stephen Swoyer's article SOA Fatigue: It's the People and Processes, Stupid (ADTmag September 2005). He talks about several forms of stupidity affecting people, processes and organizations, which interfere with successful SOA.
- bureaucratic infighting, turf wars, petty fiefdoms
- incentive incompatibility
But I don't think it's helpful simply to blame SOA failure on organizational stupidity either. I think it makes more sense to regard the problems discussed by Swoyer as problems of interoperability. And I think one of the implications of Swoyer's discussion is that interoperability is not just a technical question but a sociotechnical question (involving people, processes and organizations). Achieving (and motivating and funding) requisite levels of interoperability with SOA is a matter for SOA governance.
To those that have ... Organizational intelligence is both an enabler for effective SOA, and a result of succesful SOA.
Swoyer reports that Kareem Yusuf (director of SOA product management at IBM) advocates a strong top-down push for service-enablement. (Well he would, wouldn't he?) This approach might make sense for improving interoperability within one organization (endo-interoperability), but isn't going to help much with interoperability between separate organizations (exo-interoperability).
Technorati Tags: governance interoperability organization intelligence service-oriented SOA