These design
styles immensely affect service relationships because of service group formations that propose
solutions.
BUSINESS ENVIRONMENT. The business environments that services are integrated with are also
some of the major contributors to service relationship formations. As may be recalled from the
service-oriented business integration phase (Part Four), geographic locations, management control,
distribution of business structures, and domain formations were identified as major influences
on integration activities. These vital business architecture structural perspectives can immensely
influence the relationships between enterprise services.
For example, imagine a service that is designed to provide the investment balances of
trading accounts that are being managed by two financial institutions, each located in a separate
region. This would require service collaborations across geographic locations and business
domains and thus the establishment of a new and remote service relationship.
SERVICE STRUCTURES. Service structures have a great influence on service visibility, message
routing, message propagation, and message synchronization. To accommodate efficient transactions
in a collaborative service environment, service structures must be analyzed and understood.
The rule of thumb suggests that the more complex is an aggregated service formation, the more
difficult it would be to establish a relationship between peer services and consumers.
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