Ross, founding editor of
The New Yorker magazine, once said2:
Think as you work, for in the final analysis, your worth to your company comes not only in
solving problems, but also in anticipating them.
The service-oriented discovery and analysis discipline advocates three major practices that
can assist in strategizing an analysis solution proposition: service typing and profiling, service
discovery and analysis, and service analysis modeling, all depicted in Exhibit P.1. These processes
represent a general model for an analysis initiative for both discovering new services and justifying
the existing legacy assets that take part in the solution. More specifically, it is required to achieve
the following goals:
??? Study the problem domain.
??? Understand the organization??™s conceptual solutions.
??? Assess whether the proposed conceptual services can resolve the problem. (Conceptual
service identification is discussed in Chapter 5.)
??? If the appraisal has concluded that the problem cannot be solved by these propositions,
identify the gaps and assess the missing functionality.
??? Analyze current organizational existing systems and service inventory and select the assets
that can help augment the solution.
??? Profile the findings. Use the offered service typing method to identify and categorize the
assets being recommended.
??? Employ the various offered service analysis tools to assess the right structure formations
for the proposed solution.
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