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These reasons are naturally positive, but some considerable drawbacks should also be
mentioned:
• New products were under development for three years and the implementation
was out of budget (40 percent) and time (the deadline was moved three times).
• Due to the delay, some first-on-market advantages were lost, and during the same
period, competitors managed to deliver two to four products more in different
geographic areas.
• The architectural delivery models for these products were presented in the
application-silo style at the last stage of the products' delivery with very limited
service collaboration efforts. Most of the applications were integrated in a point-
to-point ( P2P ) manner.
• Although migration of some applications to a private cloud was considered suc-
cessful, it didn't reduce the operational cost, as none of the cloud delivery models
( Infrastructure as a Service ( IaaS ), Platform as a Service ( PaaS ), and Soft-
ware as a Service ( SaaS )) were presented clearly. VM provisioning still takes up
the same amount of time that it used to with on-premise deployment.
Considering all of the stated reasons, the Board of Directors decided to transform the IT
process, aiming to initiate the following:
• Streamline the RFI/RFP process for optimizing PoC time and narrowing down the
vendors list. They decided that having two approved vendors would be the com-
mon rule for all departments.
• Bridge the gaps between architectural groups in the main operational depart-
ments, and establish a new enterprise architecture office. A new Chief Architec-
ture Office ( CAO ) head was appointed.
• This new department was made responsible for establishing standards, policies
and design rules, and controlling E2E delivery from the enterprise architecture
standpoint. Even common terminologies were supposed to be consolidated,
agreed upon, and conveyed down to all the related parties, from the project man-
agement and delivery office to the coders from a number of vendors.
• The physical implementation of this approach was required to be materialized in
the PoC prototype for every key delivery.
Suppose that the new CAO designates you as the lead architect for the first SOA initiat-
ive. This will be a highly visible project that your colleagues and superiors will be ob-
serving with high interest. The goal of this project will be to assess the services currently
in development and to upgrade the CTU runtime platform using proven SOA design solu-
tions in order to demonstrate that SOA can solve a series of problem areas. In support of
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