Further Details About This Book:
“What are the three key ingredients for successful SOA?” I was asked (in Sweden, if
I remember well) by a pretty senior application architect several years ago. It was the
time, circa 2004, when SOA was at the peak of what we at Gartner call “the hype cycle.”
Every vendor was busily trying to reposition as a SOA player, and users were struggling
to understand what SOA was and why they should care about it.
When that application architect asked me the fatal question, I had luckily already
investigated SOA, especially its key “dos” and “don’ts,” for quite a while, starting in
the late 1990s. I had by then spoken with quite a number of large organizations, in both
North America and Europe, that had gone through the painful process of figuring out,
through trial and error, how to manage a large-scale and business-critical set of SOAbased
projects. Therefore, my answer was spontaneous and also came out with a rather
unquestionable tone: “Discipline, discipline, and discipline!”
From my conversation with these leading-edge organizations, it was in fact pretty evident
to me that what was later to be called SOA governance was a critical success factor
for SOA initiatives. If you think about it for a second, this is obvious: The basic goals of
SOA are
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