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• How about a platform-specific SOAP/XML acceleration? Oracle's WLS T3 pro-
tocol could be useful as it has proven many times
• The tuning of the execution environment and proactive monitoring.
• If platform-neutral contracts (WSDL / REST-based) do not help, could we em-
ploy a component-based concurrent contract?
Always think what price you will pay to break this principle for gaining ten or fifty milli-
seconds of processing time. This principle directly supports the composition's centricity
and vendor neutrality's SOA characteristics.
Service abstraction
The logical outcome from the implementation of the first two principles is standard,
preferably (but not mandatory) a detachable service contract as a declaration of our capab-
ilities, processing requirements, and input expectations. Still, the word standard is a bit
vague. Let's put the discussion about existing standards aside for a moment and focus on
the areas of standardization. The bottom line is that standardization is the way of general-
izing information, a process of making it more abstract in order for it to be more multipur-
pose in predefined technical boundaries. Some of the elements of abstraction in service-
orientation boundaries that we have already mentioned during the discussion of Loose
Coupling are as follows:
• Do not reveal in your service contract the specifications of your technical plat-
form (such as the coding language, SDK's details, and XDK properties)
• Do not expose details regarding your underlying resources (such as the DB struc-
ture, constraints, and especially the foreign keys)
• Be reasonably reserved regarding services-composition members that comprises
your service
Why would you do that? It is because of the same reasons we mentioned while discussing
the previous principle. Excessive information can provoke negative coupling to service re-
sources, making the service less adaptive and reducing its reusability options.
For example, you have a lot of useful functions in your service logic. Obviously, you can
fall into the trap of promising extra features in addition to the already agreed one. (Okay,
not you, your new project manager.) It literally costs almost nothing at the beginning.
Most probably, it will not even affect the level of standardization of your contract at first
glance, which is shown as follows:
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