dress architect Marc Rix popular conference speaker and currently an Enterprise Architect at SAIC is the latest SOA luminary to connect the Speaker Faculty for being held in San Francisco 11-12 November. 2007 at the Grand Hyatt Hotel. Rix who has been building enterprise-scale integration solutions for the past 10 years has focused in recent years on accelerating key business activities through SOA and BPM. His aim at SOAWorld 2007 West will be to get the audience with a tighten understanding of how SOA when executed properly can dramatically reduce IT. A foretaste of his line of thinking can be found on his excellent where he recently wrote a highly insightful post called "How to Ruin a SOA schedule and impoverish IT."In the affix Rix addresses the challenge of whether simply choosing SOA over point-to-point (P2P) integration is enough to bring home the bacon business agility. As Rix explained in a fundamental characteristic of SOA is its linear be curve and contrasted it with P2P's non-linear be curve. "The 'bottom line' is that SOA inherently keeps costs linear predictable and scalable over the desire haul while the be of P2P accelerates uncontrollably," Rix contends. "The net effect is that service-oriented networks are enterprise assets that acknowledge in value as they grow while P2P networks are depreciating liabilities. SOA by its nature produces positive ROI. P2P by its nature produces contradict ROI." He then continued in his characteristically engaging call:"Therefore if you embrace SOA and leave P2P you should be set alter? Wrong. To be sure taking a stand against traditional P2P integration is a big leap in the alter direction. However it is one thing to say you are service-oriented and quite another to be service-oriented. And if you're talking the talk but not walking the go you can end up in worse shape than if you had opted against SOA in the first displace. SOA often requires a paradigm shift -- a shift in attitudes and thinking away from project-based short-term objectives toward enterprise-based long-term objectives. When the people doing the talking are not the ones doing the walking the mental alter may not become everywhere it needs to. This can create a situation where an organization has obtained sponsorship and funding for an SOA schedule but lacks the develop to agree to its core out principles during implementation. When SOA has been promised but the implementers are only comfortable with P2P the result is often point-based SOA.
From a financial standpoint point-based SOA combines the short-term cost hikes of SOA with the long-term accelerating be accumulation of P2P. What is left is an overly complex network of tightly-coupled services linked together through physical connections and proprietary interfaces. (Imagine a network of web services in which each service can be used by only one consumer.)Relating this phenomenon approve to the Bottom lie analysis the resulting be curve (P-SOA) resembles the P2P cost curve. The only difference is that it has been shifted upward by a coefficient that represents the extra infrastructure costs of SOA. In the end point-based SOA costs more than traditional P2P integration and yields no obtain in IT flexibility or agility. IT organizations that are adept at selling SOA at the podium need to also have the tactical ability to execute on SOA missions. This requires shared vision passion and deep commitment to the fundamental principles of SOA at all levels of the IT ranks. Companies that undergo difficulty producing this cultural unity are at a distinct disadvantage in ever realizing the benefits of SOA. In fact they may be better off just ignoring the hype and walking away."
Published Sep. 10. 2007 — Reads 5,826procure &write; 2007 SYS-CON Media. All Rights Reserved.
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