It’s been over a month since I’ve posted anything. For the past several weeks I’ve been heavily engaged with clients and several public speaking engagements related to Service Oriented Architecture (SOA), Business Process Management (BPM) and Enterprise Architecture (EA). A resounding theme as of late has been the importance of aligning the business and technology teams along shared enterprise goals. Although architecture and service design patterns are important, more and more enterprises are interested in the cross-functional synergy that SOA enables. In order to truly deliver upon the promise of agility that service orientation offers, it is critical that business and technology personnel work together.

So what exactly does this enterprise alignment look like?

• Cross-functional, enterprise teams must champion the adoption of SOA. Change agents and visionary champions need to understand and clearly communicate the SOA strategy to all levels of the organization. Technology-minded individuals and business-minded individuals need to be involved. This should also be a diverse, enterprise-wide initiative that has input from all lines of business. Some groups choose to establish or leverage an existing Center of Excellence, Competency Center, or similar objective group. Regardless of how formal or informal the team may be, the keys to success are passion, communication, and diversity.
• The Information Technology group must be treated as a strategic partner, not a cost of doing business. IT provides far more value than simply keeping an organization’s servers up and running. They are a key enabler of information and automated systems that allow humans to focus more on analytics and less on low-level details.
• Organizational transparency must be prioritized. The visibility of IT’s business value and internal capabilities must be raised to the business community (minus the technical jargon and useless acronyms). The business capabilities that IT has today and can reasonably make available in the future need to be clearly communicated to the business teams. Visibility is a two-way street though. The business teams need to clearly convey business drivers and relevant metrics so that the technology teams understand where the organization is headed.
• A process-centric approach to business. Business Analysts and Business Engineering teams are gaining increasing credibility within the modern enterprise. In order to truly bridge the gab between business and technology, it is essential for a common frame of reference to exist. Business process models offer a visual mechanism for both business and technology personnel to discuss, explore, and solve business problems without getting caught up in the details. Afterward, each team is then able to translate this into their world. The technology teams, in particular, have a lot of options available to them thanks to standards like Business Process Execution Language (BPEL) and Business Process Modeling Notation (BPMN). On the business-side of things, it is important that business processes become a pervasive element within the enterprise. Business processes should drive budget allocation, project management frameworks, and even human resource strategies.

Service Oriented Architecture has really grown to become an umbrella that encompasses an entire range of enterprise initiatives (service architecture, BPM, EA, governance, etc.). Rather than getting caught up in the technical ‘architecture’ aspect of SOA, I prefer to talk with clients in terms of business and technology alignment along service-oriented business processes. Service orientation is really a people problem more so than it is a technology problem.

As I explore this alignment concept further with clients, I will post some more on this subject. I might even distill my experiences into a white paper later this year. I’ve got a pretty full schedule this summer. If nothing else, I’ll be back in late June / early July to comment on SOAWorld 2007 in NYC.