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tionships between categories better into account.
Prioritization can help identifying the services with
potential reusability outside of the project scope,
giving the project a possibility to check the other
business processes for potential new requirements
for the services being implemented.
After all, even when the pace of change is
getting faster in business, the basic concepts of
business don't change quite as quickly allowing
definition of somewhat stable service interfaces
defining also boundaries between organizations.
QSE provides means to design stable boundar-
ies providing loose coupling between different
parts of the enterprise, thus allowing these parts
to be developed more or less independently. As
a result, the additional agility can make a differ-
ence nowadays.
Arsanjani, A., Ghosh, S., Allam, A., Abdollah,
T., Ganapathy, S., & Holley, K. (2008). SOMA:
A method for developing service-oriented solu-
tions. IBM Systems Journal , 47 (3), 377-396.
doi:10.1147/sj.473.0377
Bieberstein, N., Bose, S., Fiammante, M., Jones,
K., & Shah, R. (2006). Service-oriented archi-
tecture compass: Business value, planning and
enterprise roadmap . Upper Saddle River, NJ:
IBM Press.
Bussler, C. (2001). The role of B2B protocols in
inter-enterprise process execution. In Proceed-
ings of the Second International Conference on
Technologies for E-Services (pp. 16-29). Berlin
/ Heidelberg, Germany: Springer.
Cherbakov, L., Galambos, G., Harishankar, R.,
Kalyana, S., & Rackham, G. (2005). Impact of
service orientation at the business level. IBM
Systems Journal , 44 (4), 653-668. doi:10.1147/
sj.444.0653
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