It is
advisable to adopt a flexible funding method that can be fine-tuned during the service development
life cycle rather than to support a rigid fiscal system.
RETURN ON INVESTMENT. Nothing is more important to a business organization than the
ROI. Service life cycle financing should justify the allocated budgets and resources that services
utilize. Therefore, ROI should be continuously assessed during the service-oriented life cycle
to ensure proper allocation of funds and resource utilization. This evaluation process can yield
better ROI analysis results during production, at which time services execute business transactions
and automate business processes. However, in development, when services are constructed, ROI
assessments are not as useful.
SERVICE-ORIENTED LIFE CYCLE MODEL STRUCTURE
The service life cycle model identifies the necessary building blocks of a life cycle framework.
What are these components? How can they assist in managing a service life cycle timeframe?
How can the organization accommodate service metamorphosis? These fundamental questions are
intrinsic to every service-oriented development project and should be answered before the service
life cycle commences. This model structure, as depicted in Exhibit 2.3, proposes four major
service life cycle components, each of which addresses a different service-oriented development
and operational concern: timeline, events, seasons, and disciplines.
Pages:
63
64
65
66
67
68
69
70
71
72
73
74
75
76
77
78
79
80
81
82
83
84
85
86
87