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A practical guide to SOA governance for human services organizations
Defining an effective SOA governance process is essential to addressing the competing objectives and agendas of the various stakeholders within an organization, including budget, policy, legal and security considerations. SOA governance can often be the difference between success and failure for human services IT. This article explores how human services organizations can clear the hurdles to establishing an effective SOA governance process.
This article was originally published in the October 2013 issue of Policy & Practice. It was co-authored by Todd Wolff, the Enterprise SOA lead at Accenture Software for Health and Public Service.
Download the full article to learn the building blocks of SOA governance.
Whether integrating case management or merging human services operations—in any cross-organizational enterprise endeavor—defining an effective governance structure is often one of the last things that agencies consider. But it should be among the first. This is especially true for SOA implementations, which have become increasingly common in human services IT.
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To establish a successful SOA governance infrastructure in human services IT, human services organizations need a holistic focus on people, processes and technology.
The right people. It is essential to establish an SOA Governing Body to provide cross-organizational buy-in, align business and IT objectives, set policy and standards, and manage the overall lifecycle of assets within the service portfolio.
The right processes. Establishing a robust service lifecycle management process is essential. This involves defining activities and management tasks that are associated with the different phases in the life of a service—from analysis and design to production support and retirement.
The right technology. The service lifecycle management process employs various tools that communicate a service’s availability, advertise its capabilities and measure its adherence to the up-front contracts and service-level agreements. The service repository and service registry are examples of two important tools that can be used to support the SOA governance process.
Download the full article for more details on these building blocks.
Human services organizations should start small and work their way up to a more sophisticated governance structure. As our SOA Governance Maturity Model reveals, this process will mature over time—moving from unorganized to full maturity over at least five years. Within each phase of the maturity model, specific objectives are set for people, processes and technology.
Organizations that are implementing SOA, but struggling to establish an effective SOA governance infrastructure, should conduct an “as is” assessment of current capabilities. From there, they can create a “to be” plan, with a clear timeline and associated actions for meeting the objectives for each phase. Not every organization will need to progress through all seven levels. The increased cost associated with higher levels of maturity should be balanced against the expected benefits of achieving those levels.
Download the full article to explore the SOA Governance Maturity Model.
October 15, 2013
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