partner webcast: oracle soa governance - 4 october 2012
DESCRIPTION
In this webcast you will hear about the key factors needed to establish successful SOA governance both from organizational as well as from technical point of view. Find out more at https://blogs.oracle.com/imc/entry/partner_webcast_oracle_soa_governanceTRANSCRIPT
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reserved.
CUSTOMER LOGO
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a prominent customer, executive, or thought leader in
regards to a particular topic.”
Name
Title, Company Name
blogs.oracle.com/IMC
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SOA Governance Framework
Gregor Raýman ([email protected])
A&C Fusion Middleware Specialist
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reserved.
What is Governance Various Aspects of Governance
Definition Decision Making
Compliance Asset
Management
“Law” - the set of processes
and policies, that affect the way
stakeholders are directed,
administered or controlled
“Police” - establishes &
administers policies in an
environment to influence and
enforce actions & behavior that
align with business needs
“Government” - specifies
the distribution of rights and
responsibilities among different
stakeholders, and defines the rules
and procedures for making
decisions
“Administration” - harvesting and management of key assets owned by an organization in order to promote and enforce their use for maximum business benefit
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Governance Hierarchy
Corporate Governance Driven By Regulatory Requirements
The board works with senior management team to implement governance
principles and policies that ensure effectiveness of organizational
processes
• Financial
• Physical
• Intellectual Property
• Employee
• Relationships
• IT
• Sarbanes-Oxley
• HIPAA
• Expense Approvals
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Governance Hierarchy
IT Governance Cannot be solved by technology alone
IT Governance processes govern decision making around investment
decisions, client relationships, project management and other important IT
operational areas
• IT is aligned with the business
• IT enables the business and
maximizes benefits
• IT resources are used
responsibly
• IT risks are managed
appropriately
• Every corporation has some
form of formal and/or informal IT
governance
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Governance Hierarchy
Enterprise Architecture Governance Cannot be solved by technology alone
The practice and orientation by which enterprise architectures and other architectures are managed and controlled at an enterprise-wide level
• Controls over the creation and
monitoring of all architectural
components and activities, to ensure
the effective introduction,
implementation, and evolution of
architectures within the organization
• A system to ensure compliance with
internal and external standards and
regulatory obligations
• Architecture Design
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Unified Governance Framework Must Cater for All Technology Strategies
ITSO Unified Governance Framework
An agile, efficient decision and accountability framework to effectively
direct and assist in realizing the benefits of ITSO, while encouraging a
cultural evolution in how an organization delivers value to enterprise
• Focusing on ETS & ORA assets such as
the lifecycles of services, process, data
portfolios, policies, practices, metadata
and composite applications
• Managing assets in compliance with a
company’s standards, policies and
strategies
• Risk mitigation strategy
• Process that is influenced through
organizational behavior and
establishment of structured processes.
• Requires technology to automate
governance as much as possible to
enable speedy decisions and actions
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Relationships of Governance Disciplines Extends, Supports, Aligns
Corporate Governance
IT Governance EA Governance
ITSO Unified Governance Framework
SOA Governance
BPM Governance
Data Governance
Cloud Computing Governance
E2.0 Governance
Supports Supports
Extends Extends
Aligns
Influences
Open Group Governance Relationships: “SOA
Governance should be viewed as the application of
Corporate Governance, IT Governance and EA
Governance to Service Oriented Architecture. In effect,
SOA Governance extends IT and EA Governance
ensuring that the benefits that SOA extols are met. This
requires governing not only the execution aspects of
SOA but also the strategic planning activities”
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Unified Governance Reference Model
Vitality Governance
Active Leadership, Alignment & Strategic Planning
Asset Portfolio
Governance
Lifecycle Governance
(Design Time, Operational Time)
Processes, Policies, Tools and Governance Infrastructure
Organizational Governance
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Unified Governance Continuous Improvement
Loop E
xecu
tion
S
tra
teg
y &
Pla
nn
ing
ITSO Unified
Governance
Continuous
Improvement
Loop
Plan & Define Define/Refine ITSO unified
Governance Model including
policies, quality gates,
supporting tools and
infrastructure
Analyze & Evaluate Analyze metrics and check
results versus expectations.
Evaluate effectiveness and
vitality needs.
Deploy & Execute Execute current iteration of
ITSO Unified Governance
Roadmap by
deploying/updating associated
governance processes,
organization and technology
Manage & Monitor Manage and enforce policies,
while monitoring and ensuring
quality levels. Surface metrics
and analytics for decision
support..
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SOA Governance Definition
An agile and efficient decision and accountability framework to
effectively direct and assist in realizing the benefits of SOA, while
encouraging a cultural evolution in how an
organization delivers SOA to the enterprise
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SOA Challenges The Technology is Seldom the Challenge
Pilot SOA Project
Departmental Service Reuse
Enterprise-wide SOA Adoption
Go
ve
rna
nce C
ha
llen
ge
Complexity
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Common Barriers to SOA Success
• Lack of tools and infrastructure
• Standards proliferation
• Standards Compliance
• Business/IT Relationship
• Multiple Silo-ed SOA’s
• Lack of Best Practices
• Organization Friction
• Confusing priorities
• Enterprise vs LOB Decisions
• Lack of SOA Roadmap
• Funding
• Charge-Back Models
• Lack of appropriate service
engineering approach
• Maturity of Web Services
Standards
• Service Sprawl
• Registry Sprawl
• SOA Portfolio Management
• “Right-Click Architecture”
• Culture Change
• Change Management
• Lack of appropriate
operational processes
• Lack of skills and experience
• Hype versus Reality
• Track & Communicate
Progress
• Policy Enforcement
(Automated, Manual)
• Fragile SOA Implementation
Sample SOA Challenges
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The Need for SOA Governance
• Risk Reduction
• Control dependencies, manage the impact of change, enforce policies, manage SLAs
• Value and Cost Savings
• Ensure that project investments yield business value while promoting consolidation, standardization, and reuse
• Alignment
• Keep SOA aligned with the business and architecture policies
• IT Agility
• Rapid decision making and solution delivery by increasing visibility.
• SOA Involves Many Boundaries
• Services can be distributed in nature
• Compliance and reuse are not automatic
• Larger Cross LOB Projects
• Cross-organization involvement in service engineering
• New set of skills, experience, and tools are required
• Increasing SOA Assets
• Visibility & Dependency are key
• Services, Policies, Schema, Reference Architecture, SOA Strategy, Roadmap, Standards, Best Practices
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One Size Does Not Fit All SOA Maturity Influences SOA Governance Requirements
Where is your enterprise?
“It is an overkill to apply formal discipline
and governance to small SOAs
(consisting of 50 or fewer services).”
“Lack of working governance mechanisms
in medium to large (more than 50
services) post-pilot SOA projects will be
the most common reason for project
failure“ Source: Gartner
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No Single Governance Model Every Organization has to Define/Refine their Own Model
• What decisions need to made for your organization to have effective SOA Governance?
• Who should make these SOA Governance decisions?
• How will these SOA Governance decisions be made and monitored?
• What Structures, Process, Communication, Tools should be deployed
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Integrate and Extend SOA Governance of Industry Standard Frameworks
Execu
tio
n D
ep
th
Topic Coverage
IT Operations IT Management IT Strategy Enterprise
Architecture
TOGAF
COBIT
ITIL
SOA Governance
Integrate
Extend
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SOA Governance Benefits and Goals
Link Vision and Strategy
Improve Decision Making
Effectively Manage Change
Enable Control Foster
Enterprise-wide Collaboration
Track SOA Investments and Returns
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SOA Governance Model Must Support
• Visibility Understand what assets are (not)available Identify types of assets, relationships, and portfolio taxonomies that existing and future assets can be applied against.
• Vitality Keep portfolios fresh and current Auto harvesting of assets and updating of portfolios as much as possible to reduce manual overhead and costs.
• Lifecycle Management Consistent management of assets Repeatable and standardized processes applied against assets throughout their lifecycle with supporting tools, roles and responsibilities.
• Consumption Deliver on the promise of SOA investment Standardized process and policies to enable reuse.
• Change Management Reduce risk by understanding impact of change Notification of pending change by understanding asset technical and organizational dependencies and relationships.
• Demonstrate Value Measure value and progress Track progress of program and determine value of Services.
• Close The Loop Better understand assets Definition, Collection, and Comprehension of design-time and run-time metrics to understanding if assets are performing as expected.
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Applying SOA to the ITSO Unified Governance
Model
Vitality Governance
Active Leadership, Alignment & Strategic Planning
Asset Portfolio
Governance
Lifecycle Governance
(Design Time, Operational Time)
Processes, Policies, Tools and Governance Infrastructure
Organizational Governance
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Applying SOA to the ITSO Unified Governance
Model SOA Vitality Governance
Active Leadership, Alignment & Strategic Planning
SOA Portfolio Governance Service Lifecycle Management Solution Lifecycle Management
Processes, Policies, Tools and Governance Infrastructure
SOA Organization Governance
SOA Reference Architecture &
Standards
SOA Strategy
& Roadmap Best Practices
SOA Metrics &
Scorecards
SOA Investment
Model
SOA
Infrastructure
Roles &
Responsibilities
Empowered
Structures
Communication
& Collaboration
Education &
Training Plans
Evangelism & Change
Management
Other Organization Capabilities
Categorization & Communication
Analysis, Identification, Roadmap & Sourcing
Business Alignment, Investment & Metrics
Services
Service Development LC
Service Operations LC
Solutions
Solution Development LC
Solution Operations LC
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SOA Vitality Governance
SOA Vitality Governance
SOA Reference Architecture &
Standards
SOA Strategy
& Roadmap Best Practices
SOA Metrics &
Scorecards
SOA Investment
Model
SOA
Infrastructure
SOA
Governance
Continuous
Improvement
Plan & Define
Analyze & Evaluate
Deploy & Execute
Manage & Monitor
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SOA Vitality Governance
• Purpose – All SOA Assets must be
routinely reviewed, to stay current, accurate, relevant
• Timing – Periodic, different periods per
asset type + improvement triggers
SOA Vitality Governance
SOA Reference Architecture &
Standards
SOA Strategy
& Roadmap Best Practices
SOA Metrics &
Scorecards
SOA Investment
Model
SOA
Infrastructure
• Improvement Triggers
– Strategic Changes (IT, SOA,
Business)
– Operational Exceptions
– Technological
• Standards and Requirements
• Maturity
• Technology Availability
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SOA Portfolio Governance
• Metadata Management of all types of assets (processes, services, patterns, frameworks, applications, components)
• Mapping of relationships between software assets and the SOA, and the SOA to business objectives
• Visibility and transparency into services and related artifacts needed for project planning, impact analysis, investment decisions, ...
• Tools and metrics to asses compliance with policies and SOA ROI
Enable Informed SOA Decisions
SOA Portfolio Governance
Categorization & Communication
Analysis, Identification, Roadmap & Sourcing
Business Alignment, Investment & Metrics
• Governance must monitor
and regulate
• Identification & Categorization
• Evaluation & Approval
• Prioritization & Roadmap
• Funding & Charge-Backs
• Sourcing & Ownership
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SOA Portfolio Governance
• Guided by business and project requirements
• Capture & categorize requirements holistically – enterprise business requirements repository
• Plan portfolio requirements – Define taxonomy
– Inventory existing assets
– Discover services in production
– Manage assets and dependencies
– Define target service/solution portfolio
Enable Informed SOA Decisions
SOA Portfolio Governance
Categorization & Communication
Analysis, Identification, Roadmap & Sourcing
Business Alignment, Investment & Metrics
Service Analysis
Project Requirements
SOA
Requirements
Service Release
Planning
Service Identification /
Discovery
Enterprise Requirements
Prescribed Service Reuse
Functional Model
Service Candidates
Release Plan
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SOA Lifecycle Governance Service Lifecycle Governance
• Governs both design time and runtime
• Guides through formalizing control points for monitoring and policy enforcement. E. g: – Consistency of service delivery and compliance
– Standards, and guidelines to promote interoperability, re-use, and agility.
– Services are published and categorized
– Services are discoverable and reused
– Multiple versions of Services are managed in a standardized manner.
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SOA Lifecycle Governance
• Approve SOA Solution requirements • Harvest Opportunities
• Approve Solution model
• Architecture Alignment
• Check for existing assets or services to reuse or extend
• Analyze impact of dependencies
• Service Usage Plan
• Request Access
• Approve Solution Implementation
Solution Lifecycle Governance
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SOA Organization Governance
• Viable and pragmatic – not just management boards
• Funding Models are essential
• Leverage existing organizational structures
• Empowerment
• Names not important – Important are roles, responsibilities, areas of focus
Mandate AND Authority Purpose
• Assistance in building, supporting and
governing enterprise SOA initiatives.
• Existing and New Structures can form
SOA knowledge and enablement
centers - EA, PMO, ICC
• Build skills for enablement and support
project delivery teams
• Even though not mandatory, SOA COEs
manage risks around enabling
enterprise SOA.
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SOA Center Of Excellence
“SOA COE is an continuously evolving entity that addresses an
organizations SOA challenges through a standardized set of well-
defined best practices, technologies, methods, and processes, while
supporting solution teams with knowledgeable resources. This leads
to reduced risk, better manageability and economies of scale….”
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Define / Refine SOA COE Model
• Identify Challenges & Risks
• Define Processes & Policies – Governing Processes
– Governed SOA Processes & Quality Gates
• Define Roles & Responsibilities – COE Role - Advisory, Enablement, Enforcement – COE Longevity - Permanent, Transitional – COE Structure - Centralized, Federated
• Define KPI’s – Governance Metrics – COE Effectiveness Metrics – Define Dashboard
• Define Enabling Technology – Repository, Portal, Policy Enforcement
• Define Change Management Plan – Transition Roadmap – Communication / Education Plan
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Empowered Structures
LOB A LOB B
SOA COE
Enterprise
Data
Architect
Enterprise
Security
Architect
Methodologist Enterprise
Integration
Architect
SOA Enablement Team
Service
Engineering
Delivery
Team
Service
Advisory
Council
SOA Steering Board
VP
Architect CTO
Business
Sponsor
CIO
Domain
SME
Service
Librarian
Application
Architect
Standards
Committee
Project
Team
Delivery
Team
Application
Architect
Project
Team
Delivery
Team
Application
Architect Application
Architect
Delivery
Team
Delivery
Team
SOA Steering
Board Executive
Sponsorship
Set business priority
– enable alignment
Vision & Strategy
Establish funding
models
Exception
management
SOA COE
Strategy Execution
Reference Architecture Authority
SOA Skills & Resource Base
Adjudicates architectural priorities and issues
Enterprise Modeling for Service Architectures
Service Engineering Framework Compliance & Governance
Core team supplemented by all project architects
SOA
Enablement Team
Enables corporate competency development
Compliance Assurance
Project Enablement
Software
Factory
Service Eng.
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Service Engineering Structures Adjust to your SOA Maturity, Evolve
No SOA
Ad Hoc SOA
Opportunistic SOA
Systematic SOA
Managed SOA
Optimized SOA
SO
A M
atu
rit
y L
evel
No Implementations
Cross Divisional
Enterprise Wide
Division Level
Project Level
SOA Adoption Level
Program Level
Expanding
Exploring
Exploiting
Embedded Service
Factory
Service Factory Enterprise Service
Factory
Shared Resource
Service Factory
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Service Engineering Structures
• When:
Regularly used in initial SOA project efforts and/or small SOA
initiatives.
• Goal:
Respond to project concerns (e.g. Alleviates project management
reporting concerns and high response needs of a project).
• Responsibility of COE:
Provides a single unit that is responsible for producing services for
“each project team” and are considered part of the project team to
which they are assigned.
• Note:
Important to maintain a strategic focus by balancing short-term goals
of individual projects and long term SOA goals
Embedded Service Factory
LOB A
Project
Team 1
Delivery
Team
LOB B
Project
Project
Team 2
Delivery
Team
Embedded
Service
Factory
Embedded
Service
Factory
SOA COE
Service
Advisory
Council
Producer Services for Services Alignment
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Service Engineering Structures
• When :
Regularly used in SOA efforts with increasing SOA
maturity
• Goal :
Enable separation of concerns and varying delivery
methods.
• Responsibility :
Provides a unit that is responsible for producing
and maintaining services for a “single organization
entity“
• Note:
Service Factories can provide support both within a
centralized IT entity and/or a domain such as a
LOB or Portfolio.
Service Factory LOB A
Project
Team 1
Project
Team 2
Service
Factory
LOB B
Project
Team 3
LOB C
Project
Team 4
SOA COE
Service
Factory
Service
Advisory
Council
Producer Services for Services Alignment
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• When:
Regularly used in SOA initiatives where SOA skills are at a
premium and there is an increasing adoption.
• Goal:
– Address resource / skills availability concerns.
– Improve project relationship and responsiveness
• Responsibility:
Provides dedicated resources at the central IT level to support
individual project specific producer requirements while
increasing resource sharing opportunities.
• Note:
Allows skills and resource sharing between service factories
while still have a focused services delivery team.
Shared Resource Service Factory
Producer Services for Services Alignment
SOA COE
LOB C
Project
Team 3
LOB B
Project
Team 2
LOB A
Project
Team 1
Shared Resource Service Factory
Service
Advisory
Council
Service
Factory
Service
Factory
Service
Factory
Shared Resources
Service Engineering Structures
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• When:
Used in more mature SOA initiatives with considerable
enterprise adoption.
• Goal:
Skills Availability and Services Alignment Concerns
• Responsibility:
Provides a unit that is responsible for producing and maintaining
services for the whole organization
• Note:
The enterprise Service Factory is sub-divided into specific
business and/or technology areas for better skills and service
classification focus.
• Effective environment to foster business and technology
knowledge in IT staff via rotational opportunities
Enterprise Service Factory
Producer Services for Services Alignment
Service Engineering Structures
Portfolio A
LOB
A
LOB
B
Portfolio B
LOB
B
LOB
C
SOA COE
Enterprise Service Factory
Service
Advisory
Council
Business
Service
Factory
Data
Service
Factory
Portfolio
Service
Factory
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SOA Organizational Governance
• Education & Training – To build skills and confidence
• Change Management – Identify and engage all impacted stake holders
– Communicate early and often
– Credible Case and Rationale for SOA
– Define metrics for stakeholder and inform them about impact on them
– Include lower level employees in decision making to gain commitment
– Obtain buy-in in areas like future vision, goals, strategy, …
– Both technical and business training and mentoring
– Strong, active, visible and continual support from the sponsor
– Pro-actively communicate all policies – when needed explain more then once
How to Gain Acceptance and Embracement
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SOA Organizational Governance How to Gain Acceptance and Embracement (3E Models)
Encouragement Enforcement Enticement
The Hope Strategy
• E.g. EA group defines
standards, best practices
• Then “encourages” teams to to
use them.
• Has Mandate, Lack Authority
• Most Common
• Least Successful
The Carrot Strategy
• Links inducements to project
success
• Success measured not only by
on time delivery
• Metrics like: reuse, business/IT
alignment, …
• Metrics and rewards
communicate the values and
motivate to behavior change
The Stick Strategy
• Defined standards, best
practices are enforced
• Teams either adapt them, or
else!
• Most Successful for adoption
• Negative Impact on Morale
COMBINATION
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reserved.
Execu
tion
Str
ate
gy &
Pla
nn
ing
ITSO Unified
Governance
Continuous
Improvemen
t
Loop
Plan & Define Define/Refine ITSO unified
Governance Model including
policies, quality gates,
supporting tools and
infrastructure
Analyze & Evaluate Analyze metrics and check
results versus expectations.
Evaluate effectiveness and
vitality needs.
Deploy & Execute Execute current iteration of
ITSO Unified Governance
Roadmap by
deploying/updating associated
governance processes,
organization and technology
Manage & Monitor Manage and enforce policies,
while monitoring and ensuring
quality levels. Surface metrics
and analytics for decision
support..
Applying SOA to the ITSO Unified Governance
Continuous Improvement Loop
Asse
ssm
en
t
Understand Understand SOA strategy,
current environment and
governance capabilities
Compare Compare capabilities
against best practices
Identify & Prioritize Identify and Prioritize
capabilities
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reserved.
Organizational
Disciplines
Technology
Dominated
SOA Capabilities Assessment Oracle SOA Capabilities Model
Business &
Strategy
Organization
Governance
Projects,
Portfolio &
Services
Operations,
Administration
& Management
Information
Infrastructure
Architecture
Capability Domains
No SOA
Ad Hoc
SOA
Opportunistic
SOA
Systematic
SOA
Managed
SOA
Optimized
SOA
SO
A M
atu
rity
Le
ve
l
No
Implementations
Cross
Divisional
Enterprise
Wide
Division
Level
Project
Level
SOA Adoption Level
Program
Level
Expanding
Exploring
Exploiting
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Governance & Organization Capabilities Example Of Assessment
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Summary
9 No cookie cutter solution - “No one size fits all...“
10 Enterprise ITSO Governance requires more than the services
and/or process lifecycle to be governed
8 Build a 2 – 3 year ITSO Governance vision and deploy
incrementally
7 ITSO Governance is a process and not a project, therefore
measure progress and course-correct when needed
6 Set realistic goals and objectives for your near-term initiatives
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Summary
4 Successful ITSO Governance starts from the top to drive adoption
and commitment (Benevolent Dictator)
5 ITSO Governance requires process, people and technology
3 Do not assume automatic architectural compliance 3E's
(Encouragement, Enticement, Enforcement)
2 ITSO Governance Structures must have appropriate level of
authority to make and enforce decisions
1 Drive a successful ITSO program through education and
continuous communication
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Q&A
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reserved.
CUSTOMER LOGO
“This slide format serves to call attention to a quote from
a prominent customer, executive, or thought leader in
regards to a particular topic.”
Name
Title, Company Name
blogs.oracle.com/IMC
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reserved.