The notion of Service Oriented Architectures (SOA) has received considerable attention in the commercial literature over the past two years, but a consistent definition of what an SOA really is, and what it does, has yet to emerge, and almost no empirical research has been conducted to find out what SOAs means to the IT practitioners charged with implementing them in businesses and government organizations. This study attempts to address this gap by reporting on the results a qualitative research study conducted to ascertain what service-oriented architectures meant in practice to the IT practitioners working on them in 23 large Australian organizations. The findings are then used to draw some conclusions on how SOAs can be expected to evolve in the organizations in the future.
Typically, organizations start their enterprise architecture (EA) journey using non-integrated point-applications including documents, spreadsheets, and databases. While this approach to EA is initially easy and convenient, it inevitably leads to continuous reconciliation, the inefficient use of scarce resources, and eventual frustration. This is because point application tools lack the power to maintain the consistency of multiple EA models across EA teams and organizations. As a result, accurate cross-enterprise EA analyses are typically time and resource intensive, or are impossible to effectively perform. Moving from point tools EA to the capabilities of Capability Maturity Model (CMM)-based EA is more than a simple technology issue. The purpose of this article is to help organizations understand the potential benefits and dimensions required to implement CMM-based EA effectively. CMM-based EA is flexible enough that it can be successfully applied to the civilian and defense government programs.
Enterprise Architecture, widely used in commercial ventures and federal agencies, has been viewed primarily as an IT discipline and has been relegated to the office of the Chief Information Officer or the Chief Technology Officer. In this paper, the authors argue that EA has the potential for far-reaching impact on an organization’s “bottom line.” In many organizations, the EA is the only repository of enterprise-wide abstractions of the business. To begin to realize its potential, the EA needs to be exploited by enterprise management processes and should be organizationally re-located where its influence can be far more pervasive. By positioning the EA as a repository for enterprise management, it can integrate discrete business operations and strategies to enable a more efficient, more agile organization.