book

SOA Modeling Patterns for Service-Oriented Discovery and Analysis

Name: SOA Modeling Patterns for Service-Oriented Discovery and Analysis
Author: Michael Bell
ISBN: 9780470481974

by Michael Bell

January 2010

Intermediate to advanced

480 pages

16h 49m

English

Wiley

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Copyright
PREFACE
FOREWORD
1. INTRODUCTION
1.1. WHAT IS SERVICE-ORIENTED DISCOVERY AND ANALYSIS?1.2. SERVICE-ORIENTED ANALYSIS ENDEAVOR1.2.1. A METICULOUS STUDY: WHAT SHOULD BE ANALYZED?1.2.1.1. Business Perspective.1.2.1.2. Technological Perspective.1.2.2. SERVICE ANALYSIS PROCESS.1.2.2.1. Inception Analysis Iteration: Analyze Prior to Service Proposition.1.2.2.2. Assessment Analysis Iteration: Analyze after Service Proposition.1.2.2.3. Verification Analysis Iteration: Analyze after Service Construction.1.2.2.4. Authentication Analysis Iteration: Analyze before and during Service Operations.1.2.3. SERVICE ANALYSIS APPROACH.1.2.3.1. Look in the Box.1.2.3.2. Look above the Box.1.2.3.3. Look below the Box.1.2.3.4. Look out of the Box.1.3. SERVICE-ORIENTED DISCOVERY ENDEAVOR1.3.1. WHAT IS A SERVICE?1.3.2. SERVICE DISCOVERY PROCESS.1.3.2.1. Concept Discovery Iteration: Discover before Solution Proposition.1.3.2.2. Post-Proposition Discovery Iteration: Discover after Solution Proposition.1.3.2.3. Design-Time Discovery Iteration: Discover during Service Design and Architecture.1.3.2.4. Construction-Time Discovery Iteration: Discover during Service Construction.1.3.2.5. Run-Time Discovery Iteration: Discover after Service Deployment.1.3.3. SERVICE DISCOVERY APPROACH.1.4. SERVICE-ORIENTED DISCOVERY AND ANALYSIS PROPOSITION1.4.1. ANALYSIS PROPOSITION.1.4.2. PROPOSING AN ENHANCED SOLUTION.1.4.3. PROPOSING AN ALTERNATIVE SOLUTION.1.4.4. PROPOSING A NEW SOLUTION.1.5. DRIVING PRINCIPLES OF SERVICE-ORIENTED DISCOVERY AND ANALYSIS1.5.1. SERVICE-ORIENTED DISCOVERY AND ANALYSIS TRANSPARENCY MODEL.1.5.2. SERVICE MODELING: A VIRTUAL VENTURE.1.5.3. PATTERNS OF IMPLEMENTATION: BEST PRACTICES AND OUT-OF-THE-BOX SOLUTIONS.1.6. SERVICE-ORIENTED DISCOVERY AND ANALYSIS MODELING1.6.1. MODELING LANGUAGE WITH TRANSPARENCY CAPABILITIES.1.6.2. TO-BE MODELING STATE.1.6.3. USED-TO-BE MODELING STATE.1.6.4. AS-IS MODELING STATE.1.7. SERVICE-ORIENTED DISCOVERY AND ANALYSIS PATTERNS1.7.1. DISCOVERY AND ANALYSIS ROAD MAP PATTERNS.1.7.2. SERVICE IDENTIFICATION PATTERNS.1.7.3. SERVICE CATEGORIZATION PATTERNS.1.7.4. CONTEXTUAL ANALYSIS AND MODELING PATTERNS.1.7.5. STRUCTURAL ANALYSIS AND MODELING PATTERNS.1.8. SUMMARY1.9. Notes
I. SERVICE-ORIENTED DISCOVERY AND ANALYSIS ROAD MAP PATTERNS
2. VERTICAL SERVICE DISCOVERY AND ANALYSIS: Pursuing Inward and Downward Road Map Patterns
2.1. SERVICE DISCOVERY AND ANALYSIS INWARD ROAD MAP PATTERN2.1.1. SERVICE CAPABILITIES: EVOLUTIONARY SERVICE DISCOVERY PROCESS.2.1.1.1. Chain of SOA Capabilities.2.1.1.2. Problem Domain Artifacts.2.1.1.3. Solution Domain Capabilities.2.1.2. BUSINESS REQUIREMENTS AND TECHNICAL SPECIFICATIONS.2.1.3. BUSINESS REQUIREMENTS AND TECHNICAL SPECIFICATIONS LEAD TO SERVICE CAPABILITIES: ORGANIZATIONAL EXAMPLE.2.1.3.1. Problem Domain Deliverables.2.1.3.2. Solution Domain Deliverables.2.1.4. SERVICE COMPLIANCE AND VERIFICATION PROCESS.2.1.5. INTERNAL SERVICE DISCOVERY AND ANALYSIS.2.1.5.1. Bundling Service Capabilities.2.1.5.2. Internal Service Discovery Example.2.2. SERVICE DISCOVERY AND ANALYSIS DOWNWARD ROAD MAP PATTERN2.2.1. SEPARATION-OF-CONCERNS ANALYSIS.2.2.2. CONTEXTUAL SPECIFICATION ANALYSIS AND MODELING.2.2.3. STRUCTURAL SPECIFICATION ANALYSIS AND MODELING.2.2.4. SERVICE-ORIENTED GRANULARITY ASSESSMENT.2.2.4.1. Business Granularity Perspective.2.2.4.2. Abstraction Granularity Perspective.2.2.4.3. Technological Granularity Perspective.2.2.4.4. Architectural Granularity Perspective.2.2.5. TOP-DOWN SERVICE DISCOVERY MODEL.2.2.6. BUSINESS "SERVITIZATION" MODEL.2.3. DELIVERABLES2.4. SUMMARY2.5. Notes
3. HORIZONTAL SERVICE DISCOVERY AND ANALYSIS: pursuing upward and outward road map patterns
3.1. SERVICE-ORIENTED DISCOVERY AND ANALYSIS UPWARD ROAD MAP PATTERN3.1.1. SERVICE-ORIENTED GOVERNANCE.3.1.2. BUSINESS PROCESS ANALYSIS.3.1.3. SERVICE-ORIENTED LIFE CYCLE PROCESS.3.1.4. SERVICE-ORIENTED BOTTOM-UP DISCOVERY PROCESS.3.1.5. CONTEXTUAL GENERALIZATION ANALYSIS AND MODELING.3.1.6. STRUCTURAL GENERALIZATION ANALYSIS AND MODELING.3.1.7. DOMAIN EXPERTISE.3.2. SERVICE DISCOVERY AND ANALYSIS OUTWARD ROAD MAP PATTERN3.2.1. SERVICE-ORIENTED DISCOVERY AND ANALYSIS INTEROPERABILITY MODEL.3.2.1.1. Semantic Layer.3.2.1.2. Integration Layer.3.2.1.3. Physical Layer.3.2.1.4. Management.3.2.1.5. Ownership and Sponsorship.3.2.2. SERVICE-ORIENTED DISCOVERY AND ANALYSIS MEDIATION MODEL.3.2.2.1. Transformation.3.2.2.2. Information Augmentation.3.2.2.3. Policy Enforcement.3.2.2.4. Message Delivery.3.2.2.5. Monitoring.3.2.3. FRONT-TO-BACK SERVICE DISCOVERY PROCESS.3.2.3.1. UI Control.3.2.3.2. UI Content Delivery.3.2.3.3. UI Content Rendering.3.2.3.4. UI Value Persistence.3.2.4. BACK-TO-FRONT SERVICE DISCOVERY PROCESS.3.2.4.1. Conceptual Perspective.3.2.4.2. Logical Perspective.3.2.4.3. Physical Perspective.3.2.5. CONTEXTUAL EXPANSION PROCESS AND MODELING.3.2.6. CONTEXTUAL CONTRACTION PROCESS AND MODELING.3.2.7. STRUCTURAL EXPANSION PROCESS AND MODELING.3.2.8. STRUCTURAL CONTRACTION PROCESS AND MODELING.3.2.9. SERVICE-ORIENTED ORCHESTRATION: AN OVERALL WORKFLOW APPROACH.3.2.10. SECURITY CONCERNS FOR THE SERVICE ECOSYSTEM.3.3. DELIVERABLES3.4. SUMMARY3.5. Notes
4. SERVICE-ORIENTED DISCOVERY AND ANALYSIS BEST PRACTICES MODEL: Striving for Balanced Solutions
4.1. MEET-IN-THE-MIDDLE SERVICE DISCOVERY: BALANCING THE IDENTIFICATION VENTURE4.2. STRUCTURAL AND CONTEXTUAL ANALYSIS AND MODELING: BALANCED SOLUTIONS4.3. FOCUS ON SERVICE DISCOVERY AND ANALYSIS CROSS-CUTTING ACTIVITIES4.4. CATEGORIZATION OF SERVICES: REALITY CHECK4.5. SERVICE-ORIENTED DISCOVERY AND ANALYSIS BEST PRACTICES MODEL4.5.1. SERVITIZATION BEST PRACTICES.4.5.2. BUSINESS DRIVERS BEST PRACTICES.4.5.3. ARCHITECTURE CAPABILITIES BEST PRACTICES.4.5.4. TECHNOLOGICAL CAPABILITIES BEST PRACTICES.4.5.5. SERVICE CAPABILITIES BEST PRACTICES.4.6. DELIVERABLES4.7. SUMMARY4.8. Notes
II. SERVICE-ORIENTED DISCOVERY PATTERNS

5. TOP-DOWN BUSINESS PROCESS-DRIVEN SERVICE DISCOVERY PATTERN
5.1. IS BUSINESS PROCESS TOP-DOWN SERVICE DISCOVERY PRACTICAL?5.2. DOCUMENTING BUSINESS PROCESSES: INDUSTRY STANDARDS5.3. UNDERSTAND BUSINESS PROCESSES5.3.1. BUSINESS PROCESS STRUCTURE: SERVICE OPERATIONS DISCOVERY OPPORTUNITIES.5.3.2. BUSINESS PROCESS FLOW: INFLUENCES ON SERVICE BEHAVIOR.5.3.3. BUSINESS PROCESS GRANULARITY: INFLUENCES ON SERVICE GRANULARITY.5.3.3.1. Fine-Grained Business Process.5.3.3.2. Mid-Grained Business Process.5.3.3.3. Coarse-Grained Business Process.5.3.3.4. Very Coarse-Grained Business Process.5.3.3.5. Business Process Ownership.5.4. DEFINE BUSINESS PROCESS ANALYSIS MATURITY LEVEL5.4.1. NOVICE LEVEL.5.4.2. INTERMEDIATE LEVEL.5.4.3. EXPERT LEVEL.5.5. STUDY DOCUMENTED BUSINESS PROCESSES5.6. ESTABLISH SERVICE-ORIENTED BUSINESS PROCESS MODEL5.6.1. IDENTIFY BUSINESS SPECIALTIES.5.6.2. CATEGORIZE BUSINESS PROCESSES BY BUSINESS SPECIALTIES.5.6.3. REALIZE BUSINESS RESPONSIBILITIES: FIRM UP BUSINESS ACTIVITIES.5.7. DISCOVER ANALYSIS SERVICES5.7.1. STOP AND LEARN THE BUSINESS PROPOSITION.5.7.2. IDENTIFY SERVICE RESPONSIBILITIES: DISCOVER CANDIDATE SERVICE OPERATIONS.5.7.2.1. Transforming Business Activities to Candidate Service Operations.5.7.2.2. Identify Service Responsibilities.5.7.3. DISCOVER ANALYSIS SERVICES: BUNDLING SERVICE CAPABILITIES.5.8. DELIVERABLES5.9. SUMMARY5.10. Notes
6. TOP-DOWN ATTRIBUTE-DRIVEN SERVICE DISCOVERY PATTERN
6.1. STUDY BUSINESS AND TECHNOLOGY DISCOVERY SOURCES6.2. ATTEND TO THE SERVICE DISCOVERY PROCESS6.3. INSTITUTE CORE ATTRIBUTES6.3.1. CORE ATTRIBUTE COLLECTION.6.3.1.1. Attribute Collection and Service Discovery Example.6.3.1.2. Construct an Attribution Table.6.4. ESTABLISH ATTRIBUTION MODEL6.5. SELECT ATTRIBUTES FOR SERVICE DISCOVERY6.5.1. FORWARD ATTRIBUTE SELECTION.6.5.2. BACKWARD ATTRIBUTE SELECTION.6.5.3. COMBINED DIRECTION APPROACH FOR ATTRIBUTE SELECTION.6.6. FOUND DECISION MODEL6.6.1. BUILD A DECISION TREE STRUCTURE.6.6.1.1. Goals to Achieve.6.6.1.2. Adhere to the Decision Model Building Process.6.6.2. DEFINE BUSINESS OR TECHNICAL DISCOVERY RULES.6.7. DISCOVER ANALYSIS SERVICES6.7.1. SERVICE DISCOVERY PROCESS.6.7.2. ADHERE TO SERVICE DISCOVERY BEST PRACTICES.6.8. ESTABLISH SERVICE TAXONOMY6.8.1. SERVICE TAXONOMY CHIEF BENEFITS.6.8.2. CREATE SERVICE TAXONOMY STRUCTURE.6.8.3. ADHERE TO SERVICE TAXONOMY FOUNDATION BEST PRACTICES.6.9. DELIVERABLES6.10. SUMMARY6.11. Notes
7. FRONT-TO-BACK SERVICE DISCOVERY PATTERN
7.1. FRONT-TO-BACK SERVICE DISCOVERY MODEL7.2. USER INTERFACE CONTROL SERVICES7.2.1. STUDY USER INTERFACE CONTROL MECHANISMS AND DUTIES.7.2.1.1. Persistence Control.7.2.1.2. Interface Control.7.2.1.3. Behavior Control.7.2.1.4. Scheduling Control.7.2.1.5. Communication Control.7.2.2. DELEGATE USER INTERFACE CONTROL DUTIES TO SERVICES.7.3. USER INTERFACE CONTENT DELIVERY SERVICES7.3.1. IDENTIFY USER INTERFACE CONTENT DELIVERY DUTIES.7.3.1.1. Collection.7.3.1.2. Validation.7.3.1.3. Packaging and Marshaling.7.3.1.4. Transformation.7.3.1.5. Delivery.7.3.2. DELEGATE USER INTERFACE CONTENT DELIVERY DUTIES TO SERVICES.7.4. USER INTERFACE CONTENT RENDERING SERVICES7.4.1. STUDY UICRS MECHANISMS AND DUTIES.7.4.1.1. Fine-Grained Aggregation.7.4.1.2. Fine-Grained Transformation.7.4.1.3. Layout View of Assets.7.4.2. DELEGATE CONTENT RENDERING DUTIES TO SERVICES.7.5. USER INTERFACE VALUE SERVICES7.6. FRONT-TO-BACK SERVICE DISCOVERY PROCESS7.6.1. ADHERE TO THE SERVICE DISCOVERY PROCESS.7.6.2. DISCOVER SERVICE TECHNICAL SPECIALTIES.7.6.3. IDENTIFY SERVICE RESPONSIBILITIES.7.6.4. DISCOVER UI SERVICES: ESTABLISH SERVICE CAPABILITIES.7.6.4.1. From Service Responsibilities to Service Capabilities.7.6.4.2. Discovering Analysis Services.7.7. DELIVERABLES7.8. SUMMARY7.9. Notes
8. BACK-TO-FRONT SERVICE DISCOVERY PATTERN
8.1. CONCEPTUAL DATA MODEL PERSPECTIVE8.1.1. IDENTIFY DATA ENTITIES: DATA CONCEPTS DRIVE SERVICE DISCOVERY.8.1.2. FORM CONTEXTUAL RELATIONSHIPS.8.1.2.1. Establish Service Abstraction Associations through Entity Relationship Discovery.8.1.2.2. Link Data Entities to Service Abstractions.8.1.2.3. Assign Entity Cardinality.8.1.3. IDENTIFY ATTRIBUTES: INFLUENCES ON SERVICE ATTRIBUTES.8.2. LOGICAL DATA MODEL PERSPECTIVE8.2.1. START WITH INSPECTION OF DATA ARCHITECTURE ARTIFACTS.8.2.2. DISCOVER DATA ACCESS LAYER SERVICES.8.2.2.1. Determine: Centralized or Distributed DALS?8.2.2.2. Identify Duties of DALS.8.2.2.2.1. Data Structure Standardization.8.2.2.2.2. Data Persistence.8.2.2.2.3. Data Mapping.8.2.2.2.4. Data Access.8.2.2.3. Delegate DALS Duties to Services.8.2.3. DISCOVER DATA AGGREGATION SERVICES.8.2.3.1. Data Aggregation Services Architecture Model.8.2.3.2. Study Duties of DAS.8.2.3.2.1. Data Searching.8.2.3.2.2. Data Collection.8.2.3.2.3. Data Transformation.8.2.3.3. Delegate DAS Duties to Services.8.2.4. DISCOVER VIRTUAL DATA LAYER SERVICES.8.2.4.1. VDLS Model.8.2.4.2. Study VDLS Duties.8.3. PHYSICAL DATA MODEL PERSPECTIVE8.3.1. STUDY CLASSIFICATION OF PHYSICAL DATA STORAGE.8.3.2. IDENTIFY PHYSICAL LAYER SERVICES AND THEIR DUTIES.8.4. BACK-TO-FRONT SERVICE DISCOVERY PROCESS8.4.1. ADHERE TO THE SERVICE DISCOVERY PROCESS.8.4.2. DISCOVER DATA SERVICE TECHNICAL SPECIALTIES.8.4.3. IDENTIFY SERVICE RESPONSIBILITIES.8.4.4. DISCOVER ANALYSIS DATA SERVICES: ESTABLISH SERVICE CAPABILITIES.8.4.4.1. Derive Data Service Capabilities from Service Responsibilities.8.4.4.2. Discover Data Delivery Services.8.5. DELIVERABLES8.6. SUMMARY8.7. Notes
9. BOTTOM-UP SERVICE DISCOVERY PATTERN
9.1. BOTTOM-UP BUSINESS FUNCTIONALITY-DRIVEN SERVICE DISCOVERY9.1.1. ADHERE TO THE BOTTOM-UP BUSINESS-DRIVEN SERVICE DISCOVERY PROCESS.9.1.1.1. Study the Four Steps of Service Discovery Analysis.9.1.1.2. Understand the Service Discovery Road Map.9.1.2. START WITH ANALYSIS OF EXISTING SOFTWARE CAPABILITIES.9.1.3. DEFINE SERVICE RESPONSIBILITIES DRIVEN BY GAP ANALYSIS.9.1.4. DISCOVER BUSINESS RESPONSIBILITIES: IDENTIFY BUSINESS ACTIVITIES AND ESTABLISH BUSINESS PROCESSES.9.1.5. CONCLUDE WITH THE DISCOVERY OF BUSINESS SPECIALTIES.9.2. BOTTOM-UP TECHNOLOGY-DRIVEN SERVICE DISCOVERY9.2.1. ATTEND TO SERVICE DISCOVERY PROCESS.9.2.2. INSTITUTE TECHNOLOGY BASELINE MODEL.9.2.3. DISCOVER TECHNOLOGICAL CAPABILITIES.9.2.4. ESTABLISH HIGH-LEVEL SERVICE TAXONOMY.9.2.5. DISCOVER ANALYSIS SERVICES.9.3. BOTTOM-UP REFERENCE ARCHITECTURE-DRIVEN SERVICE DISCOVERY9.3.1. REFERENCE ARCHITECTURE CONTRIBUTION TO SERVICE DISCOVERY PROCESS.9.3.2. ATTEND TO THE SERVICE DISCOVERY PROCESS.9.3.3. ESTABLISH BASELINE REFERENCE ARCHITECTURE.9.3.4. CONSTRUCT TARGET REFERENCE ARCHITECTURE.9.3.5. CONDUCT ARCHITECTURE GAP ANALYSIS.9.3.6. INSTITUTE SERVICE TAXONOMY.9.4. DELIVERABLES9.5. SUMMARY9.6. Notes
10. MEET-IN-THE-MIDDLE SERVICE DISCOVERY PATTERN
10.1. INTEGRATION-ORIENTED SERVICES10.1.1. INTEGRATION LOCALIZATION, CENTRALIZATION, AND FEDERATION.10.1.1.1. Localization.10.1.1.2. Centralization.10.1.1.3. Federation.10.1.1.4. Choose the Right Integration Approach.10.1.2. STUDY INTOS MECHANISMS AND FUNCTIONALITY.10.1.2.1. Business Process Integration.10.1.2.2. Data Integration.10.1.2.3. Event Integration.10.1.2.4. Message Integration.10.1.3. DELEGATE INTEGRATION FUNCTIONALITY TO INTOS.10.2. COMMON BUSINESS SERVICES10.2.1. COMMON BUSINESS SERVICES REUSABILITY MODEL.10.2.2. DELIGATE BUSINESS EXECUTION TO CBS.10.3. INFRASTRUCTURE-ORIENTED SERVICES10.3.1. CONSIDER INFRASTRUCTURE-ORIENTED SERVICES.10.3.2. DELEGATE INFRASTRUCTURE DUTIES TO INFOS: FOUND INFRASTRUCTURE SERVICE MODEL.10.3.2.1. Messaging Platform.10.3.2.2. Persistence Platform.10.3.2.3. Business Process Platform.10.3.2.4. Service Discovery Platform.10.4. DELIVERABLES10.5. SUMMARY10.6. Notes
III. SERVICE-ORIENTED CATEGORIZATION PATTERNS
11. SERVICE SOURCE CATEGORIZATION PATTERNS
11.1. SERVICE IDEAS AND CONCEPTS11.1.1. IDEAS: INFORMAL ORGANIZATIONAL ENTITIES.11.1.2. CONCEPTS: FORMALIZED IDEAS.11.1.3. SERVICE CONCEPTS CONTRIBUTE TO THE CATEGORIZATION PROCESS.11.2. SERVICE ABSTRACTIONS11.2.1. DATA ABSTRACTIONS.11.2.2. ARCHITECTURE ABSTRACTIONS.11.2.3. TECHNOLOGICAL ABSTRACTIONS.11.2.4. BUSINESS PROCESSES.11.2.5. ABSTRACTIONS PROMOTE SERVICE CATEGORIZATION.11.3. LEGACY ENTITIES: ROAD-TESTED EXECUTABLES11.4. SERVICE PORTFOLIO11.5. VIRTUAL ENTITIES11.6. DELIVERABLES11.7. SUMMARY11.8. Notes
12. SERVICE STRUCTURE CATEGORIZATION PATTERNS
12.1. SERVICE STRUCTURE MODEL12.2. ENVIRONMENTAL INFLUENCES ON SERVICE STRUCTURE12.3. SERVICE STRUCTURE CATEGORIZATION DRIVING PRINCIPLES12.4. ATOMIC SERVICE STRUCTURE: INDIVISIBLE PATTERN12.5. COMPOSITE SERVICE STRUCTURE: HIERARCHICAL PATTERN12.5.1. HOW IS A COMPOSITE SERVICE FORMED?12.5.2. COMPOSITE FORMATIONS LEVELS.12.5.2.1. Application-Level Composite Service.12.5.2.2. Enterprise-Level Composite Service.12.6. SERVICE CLUSTER: DISTRIBUTED AND FEDERATED PATTERN12.6.1. PRINCIPLE OF INCLUSION.12.6.2. PRINCIPLES OF CLUSTER GRAVITY POINT.12.7. DELIVERABLES12.8. SUMMARY12.9. Notes
13. SERVICE CONTEXTUAL CATEGORIZATION PATTERNS
13.1. CONTEXTUAL CLASSIFICATION MODEL: PATTERNS FOR SERVICE CONTEXTUAL CATEGORIZATION13.1.1. ESTABLISH A SERVICE CATEGORIZATION DIRECTORY.13.1.2. LEADING CATEGORIES AND SUBCATEGORIES.13.2. ESTABLISHING LEADING SERVICE CATEGORIES13.2.1. BUSINESS CATEGORIZATION PROCESS.13.2.2. TECHNICAL CATEGORIZATION PROCESS.13.2.3. HYBRID SERVICE TYPES.13.3. SERVICE SUBCATEGORIES ESTABLISHMENT PROCESS13.3.1. BUSINESS SERVICE SUBCATEGORIES: BUSINESS TAXONOMY MODELS.13.3.1.1. Business Specialty Subcategory Model.13.3.1.2. Organizational Structure Subcategory Model.13.3.1.3. Geographical Affiliation Subcategory Model.13.3.1.4. Revenue and ROI Subcategory Model.13.3.2. TECHNICAL SERVICE SUBCATEGORIES: TECHNICAL TAXONOMY MODELS.13.3.2.1. Technical Specialty Subcategory Model: A Map of Service Expertise.13.3.2.2. Architecture Capabilities and Best Practices Subcategory Model.13.3.2.3. Technological Capabilities Subcategory Model.13.4. DELIVERABLES13.5. SUMMARY13.6. Notes
IV. SERVICE-ORIENTED CONTEXTUAL ANALYSIS PROCESS AND MODELING PATTERNS
14. CONTEXTUAL GENERALIZATION ANALYSIS PROCESS AND MODELING PATTERNS
14.1. CONTEXTUAL GENERALIZATION PROCESS14.1.1. GENERALIZING SERVICE NAMES.14.1.2. GENERALIZING SERVICE FUNCTIONALITY.14.1.3. GENERALIZING SERVICE SPECIALTY.14.1.4. CONTEXTUAL GENERALIZATION EXAMPLE.14.1.5. BENEFITS AND OPPORTUNITIES.14.1.6. START WITH CORE KNOWLEDGE: DEFINE "GROUND ZERO."14.1.7. GENERALIZING ATOMIC SERVICES.14.1.8. GENERALIZING COMPOSITE SERVICES.14.1.8.1. Contextual Generalization of a Composite Service Example.14.1.8.2. Benefits of Composite Service Contextual Generalization Process.14.1.9. GENERALIZING SERVICE CLUSTERS.14.1.9.1. Generalization of a Service Cluster Example.14.1.9.2. Benefits of Service Cluster Contextual Generalization Process.14.1.10. GENERALIZING MIXED SERVICE FORMATIONS.14.2. CONTEXTUAL GENERALIZATION PATTERNS14.2.1. SIMPLE PROXY PATTERN.14.2.1.1. Problem.14.2.1.2. Solution.14.2.2. EXAMPLE.14.2.2.1. Synopsis.14.2.3. DEPENDENCY ENFORCEMENT PATTERN.14.2.3.1. Problem.14.2.3.2. Solution.14.2.3.3. Example.14.2.3.4. Synopsis.14.2.4. DEPENDENCY SEPARATION PATTERN.14.2.4.1. Problem.14.2.4.2. Solution.14.2.4.3. Example.14.2.4.4. Synopsis.14.2.5. ABSTRACTION LOOP PATTERN.14.2.5.1. Problem.14.2.5.2. Solution.14.2.5.3. Example.14.2.5.4. Synopsis.14.3. CONTEXTUAL GENERALIZATION ANTI-PATTERNS14.3.1. DOUBLE STANDARD ANTI-PATTERN: AVOID SELF-GENERALIZATION.14.3.2. ROUND-TRIP ANTI-PATTERN: AVOID CIRCULAR GENERALIZATION.14.3.3. STEEP BOUNDARY REDUCTION ANTI-PATTERN: AVOID REDUCTION OF SERVICE FUNCTIONALITY BOUNDARY.14.3.4. EXTREME GENERALIZATION ANTI-PATTERN: MODERATE ABSTRACTION LEVELS.14.4. DELIVERABLES14.5. SUMMARY14.6. Notes
15. CONTEXTUAL SPECIFICATION ANALYSIS PROCESS AND MODELING PATTERNS
15.1. CONTEXTUAL SPECIFICATION PROCESS15.1.1. DEGENERALIZING A SERVICE NAME.15.1.2. DEGENERALIZING SERVICE FUNCTIONALITY.15.1.3. DEGENERALIZING SERVICE SPECIALTY.15.1.4. CONTEXTUAL SPECIFICATION EXAMPLE: REDUCTION OF KNOWLEDGE, PROCESS, AND RESPONSIBILITIES.15.1.5. CONTEXTUAL SPECIFICATION MAJOR BENEFITS.15.1.6. WHERE SHOULD THE SPECIFICATION PROCESS BEGIN?15.1.7. SPECIFICATION OF ATOMIC SERVICE.15.1.8. SPECIFICATION OF COMPOSITE SERVICE.15.1.9. SPECIFYING A SERVICE CLUSTER.15.2. CONTEXTUAL SPECIFICATION PATTERNS15.2.1. REVERSE PROXY PATTERN.15.2.1.1. Problem.15.2.1.2. Solution.15.2.1.3. Example.15.2.1.4. Synopsis.15.2.2. SEPARATION OF CONCERNS THROUGH SERVICE SPECIFICATION PATTERN.15.2.2.1. Problem.15.2.2.2. Solution.15.2.2.3. Example.15.2.2.4. Synopsis.15.2.3. UNIFICATION OF CONCERNS THROUGH SERVICE SPECIFICATION PATTERN.15.2.3.1. Problem.15.2.3.2. Solution.15.2.3.3. Example.15.2.3.4. Synopsis.15.2.4. SERVICE SPECIFICATION LOOP PATTERN.15.2.4.1. Problem.15.2.4.2. Solution.15.2.4.3. Example.15.2.4.4. Synopsis.15.3. SERVICE SPECIFICATION ANTI-PATTERNS15.3.1. SELF-SPECIFICATION ANTI-PATTERN.15.3.2. CIRCULAR SPECIFICATION ANTI-PATTERN.15.3.3. CONTEXTUAL SPECIFICATION CONFLICT ANTI-PATTERN.15.3.4. EXTREME SPECIFICATION ANTI-PATTERN.15.4. DELIVERABLES15.5. SUMMARY15.6. Notes
16. CONTEXTUAL EXPANSION ANALYSIS PROCESS AND MODELING PATTERNS
16.1. CONTEXTUAL EXPANSION PROCESS16.1.1. SERVICE CONTEXTUAL EXPANSION BENEFITS.16.1.2. SERVICE CONTEXTUAL EXPANSION EXAMPLE.16.2. CONTEXTUAL EXPANSION LEVELS: ORGANIZATIONAL ZONES FOR DISTRIBUTION OF SERVICES16.2.1. LEVEL 1: APPLICATION-LEVEL CONTEXTUAL EXPANSION.16.2.2. LEVEL 2: ENTERPRISE-LEVEL CONTEXTUAL EXPANSION.16.2.3. LEVEL 3: PARTNER-LEVEL CONTEXTUAL EXPANSION.16.2.4. MULTILEVEL SERVICE EXPANSION.16.3. CONTEXTUAL EXPANSION PATTERNS16.3.1. EQUAL-LEVEL CONTEXTUAL EXPANSION PATTERN.16.3.1.1. Problem.16.3.1.2. Solution.16.3.1.3. Example.16.3.1.4. Synopsis.16.3.2. TOP-DOWN CONTEXTUAL EXPANSION PATTERN.16.3.2.1. Problem.16.3.2.2. Solution.16.3.2.3. Example.16.3.2.4. Synopsis.16.3.3. BOTTOM-UP CONTEXTUAL EXPANSION PATTERN.16.3.3.1. Problem.16.3.3.2. Solution.16.3.3.3. Example.16.3.3.4. Synopsis.16.3.4. CONTEXTUAL FEDERATION PATTERN.16.3.4.1. Problem.16.3.4.2. Solution.16.3.4.3. Example.16.3.4.4. Synopsis.16.4. SERVICE CONTEXTUAL EXPANSION ANTI-PATTERNS16.4.1. SERVICE CLONING ANTI-PATTERN: AVOID FUNCTIONALITY REDUNDANCY WHEN POSSIBLE.16.4.2. EXPANSION THROUGH GENERALIZATION ANTI-PATTERN: AVOID GENERALIZATION.16.4.3. EXPANSION THROUGH SPECIFICATION ANTI-PATTERN: AVOID SPECIFICATION.16.4.4. EXCESSIVE CONTEXTUAL EXPANSION ANTI-PATTERN.16.5. DELIVERABLES16.6. SUMMARY16.7. Notes
17. CONTEXTUAL CONTRACTION ANALYSIS PROCESS AND MODELING PATTERNS
17.1. ACCOMMODATING DEMAND FOR CONTEXTUAL CONTRACTION17.2. SERVICE CONTEXTUAL CONTRACTION BENEFITS17.3. SERVICE CONTEXTUAL CONTRACTION EXAMPLE17.4. CONTEXTUAL CONTRACTION PROCESS17.4.1. LEVEL 1: APPLICATION-LEVEL CONTEXTUAL CONTRACTION.17.4.2. LEVEL 2: ENTERPRISE-LEVEL CONTRACTION.17.4.3. LEVEL 3: PARTNER-LEVEL CONTEXTUAL CONTRACTION.17.4.4. MULTILEVEL SERVICE CONTEXTUAL CONTRACTION.17.5. CONTEXTUAL CONTRACTION PATTERNS17.5.1. EQUAL-LEVEL CONTEXTUAL CONTRACTION PATTERN.17.5.1.1. Problem.17.5.1.2. Solution.17.5.1.3. Example.17.5.1.4. Synopsis.17.5.2. Top-Down Contextual Contraction Pattern.17.5.2.1. Problem.17.5.2.2. Solution.17.5.2.3. Example.17.5.2.4. Synopsis.17.5.3. BOTTOM-UP CONTEXTUAL CONTRACTION PATTERN.17.5.3.1. Problem.17.5.3.2. Solution.17.5.3.3. Example.17.5.3.4. Synopsis.17.5.4. CONTEXTUAL FEDERATION CONTRACTION PATTERN.17.5.4.1. Problem.17.5.4.2. Solution.17.5.4.3. Example.17.5.4.4. Synopsis.17.6. CONTEXTUAL CONTRACTION ANTI-PATTERNS17.6.1. UNORDERED CONTEXTUAL CONTRACTION ANTI-PATTERN.17.6.2. UNJUSTIFIED CONTEXTUAL CONTRACTION ANTI-PATTERN.17.6.3. EXTREME FEDERATED SERVICE CONTRACTION ANTI-PATTERN.17.7. DELIVERABLES17.8. SUMMARY17.9. Notes
V. SERVICE-ORIENTED STRUCTURAL ANALYSIS PROCESS AND MODELING PATTERNS
18. STRUCTURAL ANALYSIS AND MODELING PRINCIPLES: Introduction to Service Structural Notation and Modeling
18.1. STRUCTURAL ANALYSIS MODELING PRINCIPLES18.1.1. PROCESS DRIVEN: ILLUSTRATE SERVICE EVOLUTION.18.1.2. TIME-SENSITIVE DRIVEN: DEPICT SERVICE STATE.18.1.3. TRANSPARENCY DRIVEN: JUSTIFY AND DEFEND.18.2. STRUCTURAL MODELING NOTATION INTRODUCTION18.2.1. MODELING ASSETS AND CORRESPONDING NOTATION.18.2.2. MODELING OPERATIONS AND CORRESPONDING NOTATION.18.2.2.1. Capability Reduction.18.2.2.2. Service Transformation.18.2.2.3. Capability Expansion.18.2.2.4. Service Isolation.18.2.2.5. Service Coupling.18.2.2.6. Service Cloning.18.2.2.7. Service Binding.18.2.2.8. Miscellaneous.18.3. AGGREGATION18.3.1. MODELING EXAMPLE.18.3.2. MODELING BEST PRACTICES.18.3.3. RELATED MODELING PATTERNS.18.4. DECOMPOSITION18.4.1. MODELING EXAMPLE.18.4.2. MODELING BEST PRACTICES.18.4.3. RELATED MODELING PATTERNS.18.5. SUBTRACTION18.5.1. MODELING EXAMPLE.18.5.2. MODELING BEST PRACTICES.18.5.3. RELATED MODELING PATTERNS.18.6. COUPLING AND DECOUPLING18.6.1. MODELING EXAMPLE.18.6.2. MODELING BEST PRACTICES.18.6.3. RELATED MODELING PATTERNS.18.7. COMPOUNDING18.7.1. MODELING EXAMPLE.18.7.2. MODELING BEST PRACTICES.18.7.3. RELATED MODELING PATTERNS.18.8. UNIFICATION18.8.1. MODELING EXAMPLE.18.8.2. MODELING BEST PRACTICES.18.8.3. RELATED MODELING PATTERNS.18.9. TRANSFORMATION18.9.1. MODELING EXAMPLE.18.9.2. MODELING BEST PRACTICES.18.9.3. RELATED MODELING PATTERNS.18.10. INTERSECTION18.10.1. MODELING EXAMPLE.18.10.2. MODELING BEST PRACTICES.18.10.3. RELATED MODELING PATTERNS.18.11. EXCLUSION18.11.1. MODELING EXAMPLE.18.11.2. MODELING BEST PRACTICES.18.11.3. RELATED MODELING PATTERNS.18.12. CLIPPING18.12.1. MODELING EXAMPLE.18.12.2. MODELING BEST PRACTICES.18.12.3. RELATED MODELING PATTERNS.18.13. BINDING AND UNBINDING18.13.1. MODELING EXAMPLE.18.13.2. MODELING BEST PRACTICES.18.13.3. RELATED MODELING PATTERNS.18.14. CLONING AND DECLONING18.14.1. MODELING EXAMPLE.18.14.2. MODELING BEST PRACTICES.18.14.3. RELATED MODELING PATTERNS.18.15. DELIVERABLES18.15.1. SERVICE ANALYSIS PROPOSITION DIAGRAMS.18.15.2. RELATED MODELING ANALYSES AND CORRESPONDING PATTERNS.18.16. SUMMARY18.17. Notes
19. STRUCTURAL GENERALIZATION ANALYSIS PROCESS AND MODELING PATTERNS
19.1. AGGREGATION ANALYSIS: PATTERNS AND IMPLEMENTATION19.1.1. STRUCTURAL AGGREGATION PATTERNS AND ANTI-PATTERNS.19.1.2. SIMPLE HIERARCHICAL AGGREGATION PATTERN.19.1.2.1. Problem.19.1.2.2. Solution.19.1.2.3. Example.19.1.2.4. Synopsis.19.1.2.5. Anti-Patterns.19.1.3. MULTIDIMENSION HIERARCHICAL AGGREGATION PATTERN.19.1.3.1. Problem.19.1.3.2. Solution.19.1.3.3. Example.19.1.3.4. Synopsis.19.1.3.5. Anti-Patterns.19.1.4. NONHIERARCHICAL STRUCTURE AGGREGATION PATTERN.19.1.4.1. Problem.19.1.4.2. Solution.19.1.4.3. Example.19.1.4.4. Synopsis.19.1.4.5. Anti-Patterns.19.2. UNIFICATION ANALYSIS: PATTERNS AND IMPLEMENTATION19.2.1. STRUCTURAL UNIFICATION PATTERNS AND ANTI-PATTERNS.19.2.2. NONHIERARCHICAL STRUCTURE UNIFICATION PATTERN.19.2.2.1. Problem.19.2.2.2. Solution.19.2.2.3. Example.19.2.2.4. Synopsis.19.2.2.5. Anti-Patterns.19.2.3. HIERARCHICAL STRUCTURE UNIFICATION PATTERN.19.2.3.1. Problem.19.2.3.2. Solution.19.2.3.3. Example.19.2.3.4. Synopsis.19.2.3.5. Anti-Patterns.19.3. STRUCTURAL COMPOUNDING ANALYSIS: PATTERNS AND IMPLEMENTATION19.3.1. STRUCTURAL COMPOUNDING PATTERNS AND ANTI-PATTERNS.19.3.2. STRUCTURAL COMPOUNDING PATTERN.19.3.2.1. Problem.19.3.2.2. Solution.19.3.2.3. Example.19.3.2.4. Synopsis.19.3.2.5. Anti-Patterns.19.3.3. SERVICE AS PLUG-IN PATTERN.19.3.3.1. Problem.19.3.3.2. Solution.19.3.3.3. Example.19.3.3.4. Synopsis.19.3.3.5. Anti-Patterns.19.4. CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION19.4.1. CONTRACT ANALYSIS: PATTERNS AND ANTI-PATTERNS.19.4.2. CONTRACT EXTERNALIZATION PATTERN.19.4.2.1. Problem.19.4.2.2. Solution.19.4.2.3. Example.19.4.2.4. Synopsis.19.4.2.5. Anti-Patterns.19.4.3. MULTIPLE BINDING CONTRACTS PATTERN.19.4.3.1. Problem.19.4.3.2. Solution.19.4.3.3. Example.19.4.3.4. Synopsis.19.4.3.5. Anti-Patterns.19.5. DELIVERABLES19.6. SUMMARY19.7. Notes
20. STRUCTURAL SPECIFICATION ANALYSIS PROCESS AND MODELING PATTERNS
20.1. DECOMPOSITION ANALYSIS: PATTERNS AND IMPLEMENTATION20.1.1. STRUCTURAL DECOMPOSITION PATTERNS AND ANTI-PATTERNS.20.1.2. SELECTIVE DECOMPOSITION PATTERN.20.1.2.1. Problem.20.1.2.2. Solution.20.1.2.3. Example.20.1.2.3.1. Selective Operation-Level Separation Example.20.1.2.3.2. Selective Bottom-Up Decomposition Example.20.1.2.3.3. Selective Top-Down Decomposition.20.1.2.3.4. Selective Cluster Decomposition.20.1.2.4. Synopsis.20.1.2.5. Anti-Patterns.20.1.3. TOTAL FRAGMENTATION PATTERN.20.1.3.1. Problem.20.1.3.2. Solution.20.1.3.3. Example.20.1.3.4. Synopsis.20.1.3.5. Anti-Patterns.20.2. SUBTRACTION ANALYSIS: PATTERNS AND IMPLEMENTATION20.2.1. SUBTRACTION PATTERNS AND ANTI-PATTERNS.20.2.2. CAPABILITY SUBTRACTION PATTERN.20.2.2.1. Problem.20.2.2.2. Solution.20.2.2.3. Example.20.2.2.3.1. Capability Subtraction from a Composite Service Example.20.2.2.3.2. Capability Subtraction from a Service Cluster Example.20.2.2.4. Synopsis.20.2.2.5. Anti-Patterns.20.2.3. ENTITY ELIMINATION PATTERN.20.2.3.1. Problem.20.2.3.2. Solution.20.2.3.3. Example.20.2.3.4. Synopsis.20.2.3.5. Anti-Patterns.20.3. REFACTORING ANALYSIS: PATTERNS AND IMPLEMENTATION20.3.1. REFACTORING ANALYSIS PATTERNS AND ANTI-PATTERNS.20.3.2. CAPABILITY SUBSTITUTION PATTERN.20.3.2.1. Problem.20.3.2.2. Solution.20.3.2.3. Example.20.3.2.4. Synopsis.20.3.2.5. Anti-Patterns.20.3.3. CAPABILITY SWAPPING PATTERN.20.3.3.1. Problem.20.3.3.2. Solution.20.3.3.3. Example.20.3.3.4. Synopsis.20.3.3.5. Anti-Patterns.20.4. CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION20.4.1. CONTRACT ANALYSIS: PATTERNS AND ANTI-PATTERNS.20.4.2. CONTRACT CANCELLATION PATTERN.20.4.2.1. Problem.20.4.2.2. Solution.20.4.2.3. Example.20.4.2.4. Synopsis.20.4.2.5. Anti-Patterns.20.4.3. CONTRACT INTERNALIZATION PATTERN.20.4.3.1. Problem.20.4.3.2. Solution.20.4.3.3. Example.20.4.3.3.1. Contract Internalization Example with Composite Formation.20.4.3.3.2. Contact Internalization Example with Cluster Formation.20.4.3.4. Synopsis.20.4.3.5. Anti-Patterns.20.5. DELIVERABLES20.6. SUMMARY20.7. Notes
21. STRUCTURAL EXPANSION ANALYSIS PROCESS AND MODELING PATTERNS
21.1. DISTRIBUTION ANALYSIS: PATTERNS AND IMPLEMENTATION21.1.1. DISTRIBUTION ANALYSIS PATTERNS AND ANTI-PATTERNS.21.1.2. NETWORK COUPLING PATTERN.21.1.2.1. Problem.21.1.2.2. Solution.21.1.2.3. Example.21.1.2.3.1. Tightly Coupled Service Network Example.21.1.2.3.2. Loosely Coupled Service Network Example.21.1.2.4. Synopsis.21.1.2.5. Anti-Patterns.21.1.3. CIRCULAR COUPLING PATTERN.21.1.3.1. Problem.21.1.3.2. Solution.21.1.3.3. Example.21.1.3.4. Synopsis.21.1.3.5. Anti-Patterns.21.1.4. TREE COUPLING PATTERN.21.1.4.1. Problem.21.1.4.2. Solution.21.1.4.3. Example.21.1.4.4. Synopsis.21.1.4.5. Anti-Patterns.21.1.5. STAR COUPLING PATTERN.21.1.5.1. Problem.21.1.5.2. Solution.21.1.5.3. Example.21.1.5.4. Synopsis.21.1.5.5. Anti-Patterns.21.1.6. FEDERATED SERVICE COUPLING PATTERN.21.1.6.1. Problem.21.1.6.2. Solution.21.1.6.2.1. Coupling Service Clones.21.1.6.2.2. Coupling Related Service Capabilities.21.1.6.3. Example.21.1.6.4. Synopsis.21.1.6.5. Anti-Patterns.21.2. MEDIATION ANALYSIS: PATTERNS AND IMPLEMENTATION21.2.1. MEDIATION ANALYSIS PATTERNS AND ANTI-PATTERNS.21.2.2. ENTERPRISE SERVICE INTERMEDIARY PATTERN.21.2.2.1. Problem.21.2.2.2. Solution.21.2.2.3. Example.21.2.2.4. Synopsis.21.2.2.5. Anti-Patterns.21.2.3. ENTERPRISE SERVICE GATEWAY PATTERN.21.2.3.1. Problem.21.2.3.2. Solution.21.2.3.3. Example.21.2.3.4. Synopsis.21.2.3.5. Anti-Patterns.21.2.4. ENTERPRISE SERVICE BUS PATTERN.21.2.4.1. Problem.21.2.4.2. Solution.21.2.4.3. Example.21.2.4.4. Synopsis.21.2.4.5. Anti-Patterns.21.3. CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION21.3.1. CONTRACT ANALYSIS PATTERNS AND ANTI-PATTERNS.21.3.2. CONTRACT MEDIATION PATTERN.21.3.2.1. Problem.21.3.2.2. Solution.21.3.2.3. Example.21.3.2.4. Synopsis.21.3.2.5. Anti-Patterns.21.3.3. CONTRACT HUB PATTERN.21.3.3.1. Problem.21.3.3.2. Solution.21.3.3.3. Example.21.3.3.4. Synopsis.21.3.3.5. Anti-Patterns.21.4. DELIVERABLES21.5. SUMMARY21.6. Notes
22. STRUCTURAL CONTRACTION ANALYSIS PROCESS AND MODELING PATTERNS
22.1. DISTRIBUTION REDUCTION ANALYSIS: PATTERNS AND IMPLEMENTATION22.1.1. DISTRIBUTION ANALYSIS PATTERNS AND ANTI-PATTERNS.22.1.2. SERVICE CLUSTER INTERSECTION PATTERN.22.1.2.1. Problem.22.1.2.2. Solution.22.1.2.3. Example.22.1.2.4. Synopsis.22.1.2.5. Anti-Patterns.22.1.3. SERVICE EXCLUSION PATTERN.22.1.3.1. Problem.22.1.3.2. Solution.22.1.3.3. Example.22.1.3.4. Synopsis.22.1.3.5. Anti-Patterns.22.1.4. CLIPPING MASK PATTERN.22.1.4.1. Problem.22.1.4.2. Solution.22.1.4.3. Example.22.1.4.4. Synopsis.22.1.4.5. Anti-Patterns.22.1.5. FEDERATION SCOPE REDUCTION PATTERN.22.1.5.1. Problem.22.1.5.2. Solution.22.1.5.3. Example.22.1.5.3.1. Decoupling Service Capabilities.22.1.5.3.2. Decloning Services.22.1.5.4. Synopsis.22.1.5.5. Anti-Patterns.22.2. MEDIATION ROLLBACK ANALYSIS: PATTERNS AND IMPLEMENTATION22.2.1. MEDIATION ROLLBACK ANALYSIS PATTERNS AND ANTI-PATTERNS.22.2.2. ENTERPRISE SERVICE INTERMEDIARY ELIMINATION PATTERN.22.2.2.1. Problem.22.2.2.2. Solution.22.2.2.3. Example.22.2.2.4. Synopsis.22.2.2.5. Anti-Patterns.22.2.3. ENTERPRISE SERVICE GATEWAY ELIMINATION PATTERN.22.2.3.1. Problem.22.2.3.2. Solution.22.2.3.3. Example.22.2.3.4. Synopsis.22.2.3.5. Anti-Patterns.22.2.4. ENTERPRISE SERVICE BUS ELIMINATION PATTERN.22.2.4.1. Problem.22.2.4.2. Solution.22.2.4.3. Example.22.2.4.4. Synopsis.22.2.4.5. Anti-Patterns.22.3. CONTRACT ANALYSIS: PATTERNS AND IMPLEMENTATION22.3.1. CONTRACT ANALYSIS PATTERNS AND ANTI-PATTERNS.22.3.2. CONTRACT MEDIATION ELIMINATION PATTERN.22.3.2.1. Problem.22.3.2.2. Solution.22.3.2.3. Example.22.3.2.4. Synopsis.22.3.2.5. Anti-Patterns.22.3.3. CONTRACT HUB ELIMINATION PATTERN.22.3.3.1. Problem.22.3.3.2. Solution.22.3.3.3. Example.22.3.3.4. Synopsis.22.3.3.5. Anti-Patterns.22.4. DELIVERABLES22.5. SUMMARY22.6. Notes

Content preview from SOA Modeling Patterns for Service-Oriented Discovery and Analysis

Chapter 5. TOP-DOWN BUSINESS PROCESS-DRIVEN SERVICE DISCOVERY PATTERN

One of the most common approaches for discovering services is the utilization of business processes that drive execution of transactions to promote the business. "Business process" is a simple term that refers to activities that an individual, an organization, an application, or a service pursues to accomplish a goal. Opening a bank account, for example, is a process that consists of a number of activities designed to enable customer banking. It is surprising to learn that most processes that an organization executes are not documented, and business automation initiatives are long overdue. The term "undocumented" means that the steps required achieving business tasks reside in people's minds; they are not recorded on paper or institutionalized for common use.

The practice of studying organizational business processes is called business process analysis. However, the method of service discovery that uses business processes to identify new services is known as the Top-Down approach. This service identification direction model is pursued since it commences with the study of enterprise business processes, continues with the discovery of business specialties, and concludes with the realization of new services.

Business process analysis is not a new practice. Many organizations have adopted methods to address two of the most vital aspects of their survival: (1) understanding how they incur revenue and (2) enhancing their ...

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SOA Modeling Patterns for Service-Oriented Discovery and Analysis

by Michael Bell

Chapter 5. TOP-DOWN BUSINESS PROCESS-DRIVEN SERVICE DISCOVERY PATTERN

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