Książki

A service-oriented architecture is fundamental to many new IT applications, from web development to social software and cloud computing. The same principles can be applied to every aspect of the service-oriented enterprise - not just in IT. In this book, you'll explore how an enterprise architecture and viable services can link together to create a simpler yet far more powerful view of the enterprise, as a dynamic, unified whole.

You can use the ideas, principles and methods described here in business transformation, workflow mapping, system design and much else besides, in every type of enterprise - including those in which there may be little or no IT at all. Step by step, you'll walk through the basics of service-oriented architectures, the four key categories of services and how they connect, and how all of this comes together in real-world service design, implementation and operations.

From this, you'll discover how to identify and describe the different types of services that you need for your enterprise, and how to distinguish between the services that you can safely outsource, versus those that you do need to keep in-house. By the end of this book, you'll learn how to construct function models and service models of your enterprise as a base for service-mapping, and how to pinpoint and map the information flows you need for service-management and service-performance, to keep everything on-track to purpose. 

What You'll Learn

• See how an enterprise architecture can work as a literal architecture 
• Understand Stafford Beer's "Viable System Model" and adapt it as a robust model
• Study how a Viable Services Model provides a template for service design that covers functionals, non-functionals and operational governance for services

Who This Book Is For

Enterprise architects, Business architects, Service designers, Workflow designers

The Service-Oriented Enterprise: Learn Enterprise Architecture and its Viable Services

Introduction: 

Chapter Goal: Introduce the book as a whole, summarising purpose, audience, book structure and content

No of pages    2

Chapter 1:  Basics - An overview

Chapter Goal: Provide an outline and summary for the 'Basics' section, which covers background themes needed before we get into the detail about services and service-design.

No of pages    2

This brief chapter provides a quick overview for the role and purpose of each chapter in the 'Basics' section. These include the nature and business-purpose of enterprise architecture; the definition and role of a service-oriented architecture, particularly in context of enterprise architecture; and the importance of metaphor in making sense of architectures and services.

Chapter 2:  Basics - Enterprise Architecture

Chapter Goal: Explain the business role of enterprise-architecture

No of pages: 8

This chapter answers key questions about enterprise architecture, including: what it is, and where it fits within the business context; the scope of enterprise architecture, whether centred around IT, or further, towards a literal 'the architecture of the enterprise'; and its business purpose, particularly in relation to a service-oriented view of the organization and its business

Chapter 3: Basics - Service-Oriented Architecture

Chapter Goal: Summarise what 'service-oriented' means, for enterprise architecture practice

No of pages : 12

This chapter takes us through the usual IT-oriented view of 'service-oriented architecture', then opens up the perspective to include all types of services, whether IT-based, machine-based or people-based. Ee build upward from a set of key definitional criteria: loosely-coupled, contract-based, discoverable, abstractions, reusable and composable, and interchangeable. Topics also include security, service-management, and the core principle of 'everything is a service'.

Chapter 4:  Basics - A Matter Of Metaphor

Chapter Goal:  Introduce the importance of metaphor in architectures - particular the contrast between 'organisation as machine' versus 'organisation as organism'.

No of pages: 10

This chapter takes us through the practical implications of the common metaphor of  'organisation as machine', contrasted with the metaphor of 'organisation as living organism'. We explore why the latter metaphor is essential for making sense of services, particularly for any services that engage with people.

Chapter 5: Principles - An Overview

Chapter Goal: Provide an overview and summary for the ''Principles' section, which describes the structural detail underpinning a service-oriented architecture and enterprise.

No of pages: 2

This brief chapter provides a quick overview for the role and purpose of each chapter in the 'Principles' section. The chapters cover topics such as the key conceptual structure for 'viable services'; services that deliver the core value; linked services that provide management support for delivery; services that guide end-to-end coordination; linked services that support governance and other non-functionals; and also properties and patterns from systems-theory to use in service-design.

Chapter 6:  Principles - The Structure Of Services

Chapter Goal: Introduce Stafford Beer's 'Viable System Model', and show how it provides a consistent pattern for service-design as 'viable services'.

No of pages: 15

This chapter links the Viable System Model to the machine-metaphor, and then re-forms it to align with the living-organisam metaphor as 'viable services. Themes include the 'brain versus brawn' concept in the machine-metaphor; the service-relationships - both human and technical - for the living-organisam metaphor; and a new perspective on services as 'viable systems'.

Chapter 7: Principles - Delivery Services

Chapter Goal: Explore the nature and role of 'delivery services' - those that directly delivery value for the enterprise.

No of pages: 9

This chapter describes the 'delivery services' elements in the viable-services model. It presents the various sub-types, such as value-chain, internal support-services and infrastructure, and the interfaces that each service will need to provide.

Chapter 8:  Principles - Management Services

Chapter Goal: Explore the nature and role of 'management services' - those that provide strategy and guidance for other services.

No of pages: 17

This chapter describes the 'management service' (or 'guidance service') elements in the viable-services model. It presents the various sub-types, such as identity, policy and purpose; strategy-services; and tactical and run-time direction; and also the interactions and interfaces for each of these service-types.

Chapter 9: Principles - Coordination Services

Chapter Goal: Explore the nature and role of 'coordination services' - those that guide connection and choreography between other services

No of pages: 11

This chapter describes the 'coordination-service' elements in the viable-services model that bridge across the silos and support the choreography of end-to-end value-chains. It present the various sub-types, in roles such as 'develop the business', 'change the business' and 'run the business', and the interfaces that connect between them.

Chapter 10: Principles - Pervasive Services

Chapter Goal: Explore the nature and role of of 'pervasive-services' - those that carry the qualitative non-functionals for which every in the enterprise is responsible.

No of pages: 9

This chapter describes the 'pervasive-service' element in the viable-services model that connect to and extend the topmost policy, vision and values through to every part of the extended enterprise. It presents the various sub-types, such as awareness, skills and competency development, and verificiation and audit, and the interfaces that connect these to other services.

Chapter 11:  Principles - Properties And Patterns

Chapter Goal: Introduce the core concept of 'service as a system', and the properties and patterns that make this possible to implement in practice

No of pages: 18

This chapter describes the key connections between service-design and systems-theory. It also explores core concerns such as service-quality, service-interdependence and service-completeness.

Chapter 12: Practice - An Overview

Chapter Goal: Provide an overview and summary for the 'Practice' section of the book, which shows how all the various elements will fit together as a unified whole

No of pages: 3

This brief chapter provides and overview for the role and purpose of each chapter in the 'Practice' section. The chapters show how services need to link together and support each other as a five-part network, connecting purpose, people, preparation, process and performance.

Chapter 13: Practice - Service Purpose

Chapter Goal: Show why a clear definition of service purpose is essential as an anchor for design, and how to identify that purpose

No of pages: 10

This chapter describes what a service purpose is, why it's important, how to derive it, and how to use it in design and operation. To support practice, the chapter includes detailed checklists for themes such as enterprise as service, stakeholders, stakeholder-imbalance, vision and values, policies and constraints, mission and service, mission and metrics, and staying on-purpose.

Chapter 14: Practice - Services And Functions

Chapter Goal: Show how to create and use a Function Model to identify and define the roles of services, the relationships between them and the people they serve.

No of pages: 15

This chapter describes what a Function Model is, and how to create and use it in whole-of-enterprise service design. To support practice, the chapter includes real-world examples and full step-by-step instructions and guidance on how to create and verify the model.

Chapter 15: Practice - The Knowledge Of Services

Chapter Goal: Show to use the Function Model with overlays and crossmaps to guide change and verify service value and viability.

No of pages: 11

This chapter describes a suite of overlays for the Function Model, such as activity-based costing, single-source-of-truth, service-overlaps and more. It also provides checklists to assist in verifying viability.

Chapter 16: Practice - Services In Action

Chapter Goal: Explore how to set up service-choreography, particularly people are doing delivery of the service.

No of pages: 14

This chapter provides guidance, checklists and worked examples on how to tackle process-choreography for services, whether IT-based or human-based. It also provides guidance on why an over-focus on IT can be problematic in many business contexts, and what to do to break out of the IT-centric box.

Chapter 17: Practice - Optimising Services

Chapter Goal: Show how to guide continual-improvement for services, and to audit and verify the continuing viability of those services.

No of pages: 8

This chapter shows how to use audits, after-action reviews and stakeholder-engagement to guide continual improvement and optimization of service. It includes checklists and guidance on each of those themes.

Appendix A: Glossary

Chapter Goal: Provide a glossary of terms used in the books.

No of pages: 4

Appendix B: Resources

Chapter Goal: Provide a list of books, websites and other resources referenced in the book.

No of pages: 4