Monday, 30 June, 2008

The Right Way Towards SOA

While browsing the web site of Diamond Management and Technology Consultants, I came across this interesting article on SOA adoption. Here are my notes:

In this article, the authors have identified two kinds of SOA: Technology SOA and Business SOA. An organization can go for Business SOA only after doing Technology SOA. The focus of Technology SOA is on reuse of technology components and IT productivity leading to faster and cheaper IT. On the other hand, the focus of Business SOA is on rapid reconfiguration of business processes and/or providing trading partners and customers with access into corporate systems, leading to better and faster IT.

The authors have then adapted the MIT CISR research, to construct an SOA maturity model as shown below:

Level 0: Ongoing Service Delivery
Level 1a: New Project Delivery
Level 1b: Governance and Alignment
Level 2: Technology SOA
Level 3: CIO/CxO Relationship
Level 4: Business SOA

It's worth reading the whole article to understand more details about each of these six capabilities.

Thursday, 19 June, 2008

Learning resources for process modeling using BPMN

Today I found following two very useful learning resources for process modeling using BPMN:

  1. process modeling using BPMN - article series
  2. process modeling using BPMN - eLearning series
I am still reading them!

Wednesday, 4 June, 2008

Courage as a Skill

The January 2007 issue of Harvard Business Review has focus on the leadership. One of the articles that I read yesterday was from Kathleen K Reardon from USC Marshall School of Business. In this article, the author has argued that courageous action in business is rarely impulsive, rather it is a special kind of calculated risk taking. She has coined a term, "courage calculation", which has been defined as a method of making success more likely while avoiding rash, unproductive or irrational behavior. Following six discrete processes make up the courage calculation:
  1. Setting primary and secondary goals, which are reasonably within reach, not pie-in-the-sky ambitions.
  2. Determining the importance of achieving them
  3. Tipping the power balance in your favor
  4. Weighing risks against benefits
  5. Selecting the proper time for action, which requires a deep sensitivity to one's surroundings and a great deal of patience.
  6. Developing contingency plans
Let me quote the last para of this article, which very well sums up the entire article.

"In the end, courage in business rests on priorities that serve a personal, an organizational, or a societal philosophy. When this philosophy is buttressed by clear, obtainable primary and secondary goals, an evaluation of their importance, a favorable power base, a careful assessment of risk versus benefits, appropriate timing and well-developed contingency plans, managers are better empowered to make bold moves that serve their organizations, their careers and their own sense of personal worth."