December 2008
Beginner
320 pages
8h 52m
English
Content preview from Requirements Modelling and Specification for Service Oriented Architecture
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1.7. Migration Strategies
As with any technology transformation programme, one of the problems that is likely to divert or derail the process is change management. Hearts and minds must be won from the IT teams, through the business units and right on to the senior business management.
Looking at change programmes that have succeeded, it seems that the first thing to secure is the understanding and strong support of the most senior operational management. Securing management 'buy in' is not only difficult but crucial. You do not start this by asking them if they 'want an SOA'. The benefits must be discussed entirely in terms of ROI, margins, shareholder wealth, markets and business processes.
Start with manageable but visible projects; no one will notice if you fail with a no-so-visible project - but no one will notice if you succeed either. The early projects should be able to demonstrate a tangible business benefit. Some 'quick wins' will help cement business support and assist the process is change management process greatly.
As I argued at the outset of this chapter, rebuilding trust between IT and the business is a key challenge and may not be easy if the atmosphere has been sullied by past failures. Therefore, be agile: don't resist changes to requirements mid project; learn how to descope rather than run late. Fix the business objectives by all means, but don't fix the specification. Test as you go to avoid unpleasant surprises during user acceptance testing.
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