Furthermore,
business domain structures that are influenced by geographic locations should also be
considered. The distribution aspect of business structures, such as federation of business units
and departments, business clusters, or autonomously operating lines of business, should be an
important part of service-oriented integration efforts as well. Business structural perspectives,
therefore, are mandatory integration targets, meaning they provide concrete business points of
reference that services should be properly aligned with.
How, then, should services be integrated with the various organizational domain structures?
The following sections describe two major structural integration principles that should serve as a
guide throughout the integration modeling process.
Business Practice Alignment. What ties a service to a particular business domain? A service is
integrated with a business domain because of their mutual business interests. We call it business
commonality. It is obvious that ownership and funding is what binds a service implementation to its
business organization. There is a growing recognition, however, that a service should be reused across
multiple business practices and lines of business to encourage reduction of functionality redundancy
and increase return on investment. Therefore, the matching process between a service and a business
domain should be influenced by both the sponsorship aspect and purely architectural preferences.
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