Services-oriented architecture (SOA) only works with executive buy-in that can be achieved through building a successful business case, said Joe Ruthven, business development manager at IBM.
Speaking at the 2008 ITWeb Enterprise SOA conference, he said: “The first step is the alignment of business and IT. Alignment is important because it results in the doubling of productivity gains of isolated business processes. It makes processes smarter and faster and increases differentiation.”
Ruthven said alignment is created through four processes: the development of a shared language; the creation of shared priorities; the creation of joint decision-making; and the use of external references.
“Don't call it SOA. Use language that business is using, and tell them what it is going to do for them - that creates a shared language. Explain its value and benefits in business terminology. You can only do this through an understanding of business language. The only way executives will buy into it is when you say you want to create supply chain, human capital, marketing, financial and other processes, in the style of SOA,” he explained.
By avoiding technical jargon and outlining immediate and long-term priorities, joint decisions on the right business project can be made, Ruthven said. This will create shared priorities necessary for the business case. A joint decision-making team made up of people who can enforce any decisions taken is also essential, he added.
“Companies need to establish an SOA Centre of Excellence made up of a combined business and IT team. These are the people who will establish decision rights and define high value business. This body will create a structure for control, which is very important.”
Businesses also need to use external references, he said, which will show that SOA works and has real benefits. “Referencing successful customers will sell your business case, because it will show that SOA can work for them.”
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