If they become irrelevant to the business
that they are supporting, they can be retired, demoted, or repaired. Conversely, if they gain in
popularity and demand increases for their offerings, they should be adequately rewarded. Either
way, workflows can eloquently illustrate these transitions and provide us with essential service
evolution information for run-time management.
Exhibit 3.3 illustrates two major events that occur during the service life cycle run-time
season??”a merger and acquisition (M&A) and a recession. During the M&A event, services continue
to operate regularly without any special treatment or mediation. Throughout the recession,
however, the equity trading service is demoted because of the dwindling demand for equity investments
(the shown perforated line indicates demotion at recession time). Conversely, fixed-income
trading volumes are on the rise. Thus, the fixed-income service is promoted (the depicted thick
solid line indicates promotion during the recession). Accommodating such a scenario in advance
would allow proper budget allocation and technological considerations for revenue-generating
services.
PLANNING SERVICE-LIFE CYCLE WORKFLOWS
The rule of thumb suggests that one should separate the workflow planning for design-time and
run-time seasons, since each of them influences service transformation in a different manner. In
the course of the service life cycle design-time season, one should be less concerned with life
cycle planned or unexpected events and more concerned with the transformation of a service from
a business idea and concept to a physical solution.
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