Tag Archives: SOA

The Open Group Cloud Computing Work Group Web Jam on CIO Priorities

By E.G. Nadhan, HP

Recently, I shared my experience leading the first Web Jam within The Open Group Cloud Work Group. We are now gearing up to have another one of these sessions – this time around, the topic being CIO priorities as driven by Cloud Computing. Even though the Web Jam is an internal session held within The Open Group Cloud Work Group, we want to factor in other opinions as well – hence this blog where I share my perspective on how Cloud Computing is defining the priorities for the CIO. I am basing this perspective on the findings from a survey conducted by IDG Research as published in this white paper on IT priorities where I was one of the persons interviewed.

I would categorize the CIO priorities across five drivers: customers, business, innovation, finance and governance.

1. Customers. CIOs must listen to their customers (especially shareholders). Cloud Computing is breeding a new generation of customer-focused CIOs.  Shareholders are driving IT to the Cloud. At the same time, enterprises need to be at least as social as their customers so that they can process the brontobytes of data generated through these channels.

2. Business. CIOs must shift their attention from technical matters to business issues. This is not surprising. As I outlined in an earlier blog post, the right way to transform to Cloud Computing has always been driven by the business needs of the enterprise. When addressing technical requests, CIOs need to first determine the underlying, business-driven root cause of the request.

3. Innovation. CIOs must make innovation part of the IT blood stream. CIOs need to take steps today to innovate the planet for 2020.  For example, the Cloud facilitates the storage of brontobytes of data that can be informationalized through data analysis techniques by those who have the sexiest job of the 21st Century – Data Scientist.

4. Finance. CIOs must have the right mechanisms in place to track the ROI of Cloud Computing.  As fellow blogger from The Open Group Chris Harding states, CIOs must not fly in the Cloud by the seat of their pants.  Note that tracking the ROI is not a one-time activity. CIOs must be ready to answer the ROI question on the Cloud.

5. Governance. CIOs must ensure that there is a robust Cloud governance model across the enterprise. In the past, I’ve explained how we can build upon SOA Governance to realize Cloud governance.  As a co-chair for the Cloud Governance project within The Open Group, I have a lot of interest in this space and would like to hear your thoughts.

So, there you have it. Those are the top 5 priorities for the CIO driven by key Cloud Computing forces. How about you? Are there other CIO priorities that you can share? I would be interested to know and quite happy to engage in a discussion as well.

Once the web jam has taken place, I am planning on sharing the discussions in this blog so that we can continue our discussion.

NadhanHP Distinguished Technologist, E.G.Nadhan has over 25 years of experience in the IT industry across the complete spectrum of selling, delivering and managing enterprise level solutions for HP customers. He is the founding co-chair for The Open Group SOCCI project and is also the founding co-chair for the Open Group Cloud Computing Governance project. Twitter handle @NadhanAtHP.

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Data Governance: A Fundamental Aspect of IT

By E.G. Nadhan, HP

In an earlier post, I had explained how you can build upon SOA governance to realize Cloud governance.  But underlying both paradigms is a fundamental aspect that we have been dealing with ever since the dawn of IT—and that’s the data itself.

In fact, IT used to be referred to as “data processing.” Despite the continuing evolution of IT through various platforms, technologies, architectures and tools, at the end of the day IT is still processing data. However, the data has taken multiple shapes and forms—both structured and unstructured. And Cloud Computing has opened up opportunities to process and store structured and unstructured data. There has been a need for data governance since the day data processing was born, and today, it’s taken on a whole new dimension.

“It’s the economy, stupid,” was a campaign slogan, coined to win a critical election in the United States in 1992. Today, the campaign slogan for governance in the land of IT should be, “It’s the data, stupid!”

Let us challenge ourselves with a few questions. Consider them the what, why, when, where, who and how of data governance.

What is data governance? It is the mechanism by which we ensure that the right corporate data is available to the right people, at the right time, in the right format, with the right context, through the right channels.

Why is data governance needed? The Cloud, social networking and user-owned devices (BYOD) have acted as catalysts, triggering an unprecedented growth in recent years. We need to control and understand the data we are dealing with in order to process it effectively and securely.

When should data governance be exercised? Well, when shouldn’t it be? Data governance kicks in at the source, where the data enters the enterprise. It continues across the information lifecycle, as data is processed and consumed to address business needs. And it is also essential when data is archived and/or purged.

Where does data governance apply? It applies to all business units and across all processes. Data governance has a critical role to play at the point of storage—the final checkpoint before it is stored as “golden” in a database. Data Governance also applies across all layers of the architecture:

  • Presentation layer where the data enters the enterprise
  • Business logic layer where the business rules are applied to the data
  • Integration layer where data is routed
  • Storage layer where data finds its home

Who does data governance apply to? It applies to all business leaders, consumers, generators and administrators of data. It is a good idea to identify stewards for the ownership of key data domains. Stewards must ensure that their data domains abide by the enterprise architectural principles.  Stewards should continuously analyze the impact of various business events to their domains.

How is data governance applied? Data governance must be exercised at the enterprise level with federated governance to individual business units and data domains. It should be proactively exercised when a new process, application, repository or interface is introduced.  Existing data is likely to be impacted.  In the absence of effective data governance, data is likely to be duplicated, either by chance or by choice.

In our data universe, “informationalization” yields valuable intelligence that enables effective decision-making and analysis. However, even having the best people, process and technology is not going to yield the desired outcomes if the underlying data is suspect.

How about you? How is the data in your enterprise? What governance measures do you have in place? I would like to know.

A version of this blog post was originally published on HP’s Journey through Enterprise IT Services blog.

NadhanHP Distinguished Technologist and Cloud Advisor, E.G.Nadhan has more than 25 years of experience in the IT industry across the complete spectrum of selling, delivering and managing enterprise level solutions for HP customers. He is the founding co-chair for The Open Group SOCCI project, and is also the founding co-chair for the Open Group Cloud Computing Governance project. Connect with Nadhan on: Twitter, Facebook, LinkedIn and Journey Blog.

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2013 Open Group Predictions, Vol. 1

By The Open Group

A big thank you to all of our members and staff who have made 2012 another great year for The Open Group. There were many notable achievements this year, including the release of ArchiMate 2.0, the launch of the Future Airborne Capability Environment (FACE™) Technical Standard and the publication of the SOA Reference Architecture (SOA RA) and the Service-Oriented Cloud Computing Infrastructure Framework (SOCCI).

As we wrap up 2012, we couldn’t help but look towards what is to come in 2013 for The Open Group and the industries we‘re a part of. Without further ado, here they are:

Big Data
By Dave Lounsbury, Chief Technical Officer

Big Data is on top of everyone’s mind these days. Consumerization, mobile smart devices, and expanding retail and sensor networks are generating massive amounts of data on behavior, environment, location, buying patterns – etc. – producing what is being called “Big Data”. In addition, as the use of personal devices and social networks continue to gain popularity so does the expectation to have access to such data and the computational power to use it anytime, anywhere. Organizations will turn to IT to restructure its services so it meets the growing expectation of control and access to data.

Organizations must embrace Big Data to drive their decision-making and to provide the optimal service mix services to customers. Big Data is becoming so big that the big challenge is how to use it to make timely decisions. IT naturally focuses on collecting data so Big Data itself is not an issue.. To allow humans to keep on top of this flood of data, industry will need to move away from programming computers for storing and processing data to teaching computers how to assess large amounts of uncorrelated data and draw inferences from this data on their own. We also need to start thinking about the skills that people need in the IT world to not only handle Big Data, but to make it actionable. Do we need “Data Architects” and if so, what would their role be?

In 2013, we will see the beginning of the Intellectual Computing era. IT will play an essential role in this new era and will need to help enterprises look at uncorrelated data to find the answer.

Security

By Jim Hietala, Vice President of Security

As 2012 comes to a close, some of the big developments in security over the past year include:

  • Continuation of hacktivism attacks.
  • Increase of significant and persistent threats targeting government and large enterprises. The notable U.S. National Strategy for Trusted Identities in Cyberspace started to make progress in the second half of the year in terms of industry and government movement to address fundamental security issues.
  • Security breaches were discovered by third parties, where the organizations affected had no idea that they were breached. Data from the 2012 Verizon report suggests that 92 percent of companies breached were notified by a third party.
  • Acknowledgement from senior U.S. cybersecurity professionals that organizations fall into two groups: those that know they’ve been penetrated, and those that have been penetrated, but don’t yet know it.

In 2013, we’ll no doubt see more of the same on the attack front, plus increased focus on mobile attack vectors. We’ll also see more focus on detective security controls, reflecting greater awareness of the threat and on the reality that many large organizations have already been penetrated, and therefore responding appropriately requires far more attention on detection and incident response.

We’ll also likely see the U.S. move forward with cybersecurity guidance from the executive branch, in the form of a Presidential directive. New national cybersecurity legislation seemed to come close to happening in 2012, and when it failed to become a reality, there were many indications that the administration would make something happen by executive order.

Enterprise Architecture

By Leonard Fehskens, Vice President of Skills and Capabilities

Preparatory to my looking back at 2012 and forward to 2013, I reviewed what I wrote last year about 2011 and 2012.

Probably the most significant thing from my perspective is that so little has changed. In fact, I think in many respects the confusion about what Enterprise Architecture (EA) and Business Architecture are about has gotten worse.

The stress within the EA community as both the demands being placed on it and the diversity of opinion within it increase continues to grow.  This year, I saw a lot more concern about the value proposition for EA, but not a lot of (read “almost no”) convergence on what that value proposition is.

Last year I wrote “As I expected at this time last year, the conventional wisdom about Enterprise Architecture continues to spin its wheels.”  No need to change a word of that. What little progress at the leading edge was made in 2011 seems to have had no effect in 2012. I think this is largely a consequence of the dust thrown in the eyes of the community by the ascendance of the concept of “Business Architecture,” which is still struggling to define itself.  Business Architecture seems to me to have supplanted last year’s infatuation with “enterprise transformation” as the means of compensating for the EA community’s entrenched IT-centric perspective.

I think this trend and the quest for a value proposition are symptomatic of the same thing — the urgent need for Enterprise Architecture to make its case to its stakeholder community, especially to the people who are paying the bills. Something I saw in 2011 that became almost epidemic in 2012 is conflation — the inclusion under the Enterprise Architecture umbrella of nearly anything with the slightest taste of “business” to it. This has had the unfortunate effect of further obscuring the unique contribution of Enterprise Architecture, which is to bring architectural thinking to bear on the design of human enterprise.

So, while I’m not quite mired in the slough of despond, I am discouraged by the community’s inability to advance the state of the art. In a private communication to some colleagues I wrote, “the conventional wisdom on EA is at about the same state of maturity as 14th century cosmology. It is obvious to even the most casual observer that the earth is both flat and the center of the universe. We debate what happens when you fall off the edge of the Earth, and is the flat earth carried on the back of a turtle or an elephant?  Does the walking of the turtle or elephant rotate the crystalline sphere of the heavens, or does the rotation of the sphere require the turtlephant to walk to keep the earth level?  These are obviously the questions we need to answer.”

Cloud

By Chris Harding, Director of Interoperability

2012 has seen the establishment of Cloud Computing as a mainstream resource for enterprise architects and the emergence of Big Data as the latest hot topic, likely to be mainstream for the future. Meanwhile, Service-Oriented Architecture (SOA) has kept its position as an architectural style of choice for delivering distributed solutions, and the move to ever more powerful mobile devices continues. These trends have been reflected in the activities of our Cloud Computing Work Group and in the continuing support by members of our SOA work.

The use of Cloud, Mobile Computing, and Big Data to deliver on-line systems that are available anywhere at any time is setting a new norm for customer expectations. In 2013, we will see the development of Enterprise Architecture practice to ensure the consistent delivery of these systems by IT professionals, and to support the evolution of creative new computing solutions.

IT systems are there to enable the business to operate more effectively. Customers expect constant on-line access through mobile and other devices. Business organizations work better when they focus on their core capabilities, and let external service providers take care of the rest. On-line data is a huge resource, so far largely untapped. Distributed, Cloud-enabled systems, using Big Data, and architected on service-oriented principles, are the best enablers of effective business operations. There will be a convergence of SOA, Mobility, Cloud Computing, and Big Data as they are seen from the overall perspective of the enterprise architect.

Within The Open Group, the SOA and Cloud Work Groups will continue their individual work, and will collaborate with other forums and work groups, and with outside organizations, to foster the convergence of IT disciplines for distributed computing.

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Filed under Business Architecture, Cloud, Cloud/SOA, Cybersecurity, Enterprise Architecture

Implementing SOA through TOGAF 9.1: The Center Of Excellence

By Serge Thorn, Architecting the Enterprise

This is the first installment of a three-part series discussing how to be successful in implementing an SOA initiative through TOGAF® 9.1.

Service-oriented architecture (SOA) has at times been challenged, but it is now on the verge of mainstream acceptance. It now shows maturity, success and even signs of popularity. SOA is an enterprise-scale architecture for linking resources as needed. These resources are represented as business-aligned services, which can participate and be composed in a set of choreographed processes to fulfil business needs.

In 2012, the use of SOA for pivotal emerging technologies, especially for mobile applications and cloud computing, suggests that the future prospect for SOA is favourable. SOA and cloud will begin to fade as differentiating terms because it will just be “the way we do things”. We are now at the point where everything we deploy is done in a service-oriented way, and cloud is being simply accepted as the delivery platform for applications and services. Many Enterprise Architects are also wondering if the mobile business model will drive SOA technologies in a new direction. Meanwhile, a close look at mobile application integration today tells us that pressing mobile trends will prompt IT and business leaders to ensure mobile-friendly infrastructure.

To be successful in implementing a SOA initiative, it is highly recommended that a company create a SOA Center of Excellence (CoE) and The Open Group clearly explains how this can be achieved through the use of TOGAF® 9.1. This article is based on the TOGAF® 9.1 Framework specification and specifically the sections 22.7.1.3 Partitions and Centers of Excellence with some additional thoughts on sections 22.7.1.1 Principle of Service-Orientation and 22.7.1.2 Governance and Support Strategy.

I have looked at the various attributes and provided further explanations or referred to previous experiences based on existing CoEs or sometimes called Integration Competency Centers.

The figure below illustrates a SOA CoE as part of the Enterprise Architecture team with domain and solution architects as well as developers, Quality Assurances (QAs) and Business Architects and Analysts coming from a delivery organization.

Part 1 Image

Establishing a SOA Center of Excellence

The SOA CoE supports methodologies, standards, governance processes and manages a service registry. The main goal of this core group is to establish best practices at design time to maximize reusability of services.

According to the TOGAF 9.1 Framework specification, a successful CoE will have several key attributes, including “a clear definition of the CoE’s mission: why it exists, its scope of responsibility, and what the organization and the architecture practice should expect from the CoE.”

Define a Vision

A SOA CoE must have a purpose. What do we want to achieve? What are the problems we need to solve?

It may sound obvious, but having a blueprint for SOA is critical. It is very easy for companies, especially large enterprises with disparate operations, to buy new technologies or integrate applications without regard to how they fit into the overall plan. The challenge in building a SOA is to keep people, including IT and business-side staff focused on the Enterprise Architecture goals.

In order to realize the vision of SOA the following topics should be addressed:

  • What to Build: A Reference Architecture
  • How to Build: Service-Oriented Modeling Method
  • Whether to build: Assessments, Roadmaps, and Maturity Evaluations
  • Guidance on Building: Architectural and Design Patterns
  • Oversight: Governance
  • How to Build: Standards and Tools

The SOA CoE would first have a vision which could be something like:

ABCCompany will effectively utilize SOA in order to achieve organizational flexibility and improve responsiveness to our customers.”

Then a mission statement should be communicated across the organization. Below are a few examples of mission statements:

“To enable dynamic linkage among application capabilities in a manner that facilitates business effectiveness, maintainability, customer satisfaction, rapid deployment, reuse, performance and successful implementation.”

“The mission of the CoE for SOA at ABCCompany is to promote, adopt, support the development and usage of ABCCompany standards, best practices, technologies and knowledge in the field of SOA and have a key role in the business transformation of ABCCompany. The CoE will collaborate with the business to create an agile organization, which in turn will facilitate ABCCompany to accelerate the creation of new products and services for the markets, better serve its customers, and better collaborate with partners and vendors.”

Define a Structure

The SOA CoE also needs to define a structure and the various interactions with the enterprise architecture team, the project management office, the business process/planning and strategy group, the product management group, etc.

The SOA CoE also needs to create a steering committee or board (which could be associated to an architecture board) to provide different types of support:

  • Architecture decision support
    • Maintain standards, templates and policies surrounding Integration and SOA
    • Participate in Integration and SOA design decisions
  • Operational support
    • Responsible for building and maintaining SOA Infrastructure
    • Purchasing registries and products to grow infrastructure
  • Development support
    • Development of administrative packages and services
    • Develop enterprise services based on strategic direction

Define Measurements

According to the TOGAF® 9.1 Framework Specification, “Clear goals for the CoE including measurements and Key Performance Indicators (KPIs). It is important to ensure that the measures and KPIs of the CoE do not drive inappropriate selection of SOA as the architecture style.”

Measurements and metrics will have to be identified. The common ones could be:

  • Service revenue
  • Service vitality
  • Ratio between services used and those created
  • Mean Time To Service Development or Service change
  • Service availability
  • Service reuse
  • Quality assurance

Define Testing Activities

As stated in the TOGAF® 9.1 Framework specification, “The CoE will provide the “litmus test” of a good service.”

Clearly comprehensive testing activities must be described by the SOA CoE. In addition to a set of defined processes related to Web Service Definition Language (WSDL) testing, functional unit testing, regression testing, security testing, interoperability testing, vulnerability testing and load, performance testing, an analysis tool suite may be used to tailor the unique testing and validation needs of Service Oriented Architectures.

This helps test the message layer functionality of their services by automating their testing and supports numerous transport protocols. A few examples include: HTTP 1.0, HTTP/1.1, JMS, MQ, RMI, SMTP, .NET WCF HTTP, .NET WCF TCP, Electronic Data Interchange, ESBs, etc.

Only by adopting a comprehensive testing stance can enterprises ensure that their SOA is robust, scalable, interoperable and secure.

  •  The CoE will disseminate the skills, experience, and capabilities of the SOA center to the rest of the architecture practice.

The Center of Excellence will promote best practices, methodologies, knowledge and pragmatic leading-edge solutions in the area of SOA to the project teams.

  •  Identify how members of the CoE, and other architecture practitioners, will be rewarded for success.

This may sounds like a good idea but I have never seen this as an applied practice.

Define a Skill Set

According to the TOGAF® 9.1 Framework specification, “Recognition that, at the start, it is unlikely the organization will have the necessary skills to create a fully functional CoE. The necessary skills and experience must be carefully identified, and where they are not present, acquired. A fundamental skill for leading practitioners within the CoE is the ability to mentor other practitioners transferring knowledge, skills, and experience.”

Competency and skills building is needed for any initiative. SOA is not just about integrating technologies and applications – it is a culture change within the enterprise, which requires IT to move from being a technology provider to a business enabler. There may be a wide range of skills required such as:

  • Enterprise Architecture
  • Value of SOA
  • Governance model for SOA
  • Business Process Management and SOA
  • Design of SOA solutions
  • Modeling
  • Technologies and standards
  • Security
  • Business communication

It has to be said that lack of SOA skills is the number one inhibitor to SOA adoption.

  • Close-out plan for when the CoE has fulfilled its purpose.

Here again, I am not sure that I have observed any SOA CoE being closed…

In the second installment of this three-part series I will discuss how the Center of Excellence defines a Reference Architecture for the organization.

Serge Thorn is CIO of Architecting the Enterprise.  He has worked in the IT Industry for over 25 years, in a variety of roles, which include; Development and Systems Design, Project Management, Business Analysis, IT Operations, IT Management, IT Strategy, Research and Innovation, IT Governance, Architecture and Service Management (ITIL). He is the Chairman of the itSMF (IT Service Management forum) Swiss chapter and is based in Geneva, Switzerland.

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Discover the World’s First Technical Cloud Computing Standard… for the Second Time

By E.G. Nadhan, HP

Have you heard of the first technical standard for Cloud Computing—SOCCI (pronounced “saw-key”)? Wondering what it stands for? Well, it stands for Service Oriented Cloud Computing Infrastructure, or SOCCI.

Whether you are just beginning to deploy solutions in the cloud or if you already have existing cloud solutions deployed, SOCCI can be applied in terms of each organization’s different situation. Where ever you are on the spectrum of cloud adoption, the standard offers a well-defined set of architecture building blocks with specific roles outlined in detail. Thus, the standard can be used in multiple ways including:

  • Defining the service oriented aspects of your infrastructure in the cloud as part of your reference architecture
  • Validating your reference architecture to ensure that these building blocks have been appropriately addressed

The standard provides you an opportunity to systematically perform the following in the context of your environment:

  • Identify synergies between service orientation and the cloud
  • Extend adoption of  traditional and service-oriented infrastructure in the cloud
  • Apply the consumer, provider and developer viewpoints on your cloud solution
  • Incorporate foundational building blocks into enterprise architecture for infrastructure services in the cloud
  • Implement cloud-based solutions using different infrastructure deployment models
  • Realize business solutions referencing the business scenario analyzed in this standard

Are you going to be SOCCI’s first application? Are you among the cloud innovators—opting not to wait when the benefits can be had today?

Incidentally, I will be presenting this standard for the second time at the HP Discover Conference in Frankfurt on 5th Dec 2012.   I plan on discussing this standard, as well as its application in a hypothetical business scenario so that we can collectively brainstorm on how it could apply in different business environments.

In an earlier tweet chat on cloud standards, I tweeted: “Waiting for standards is like waiting for Godot.” After the #DT2898 session at HP Discover 2012, I expect to tweet, “Waiting for standards may be like waiting for Godot, but waiting for the application of a standard does not have to be so.”

A version of this blog post originally appeared on the Journey through Enterprise IT Services Blog.

HP Distinguished Technologist and Cloud Advisor, E.G.Nadhan has over 25 years of experience in the IT industry across the complete spectrum of selling, delivering and managing enterprise level solutions for HP customers. He is the founding co-chair for The Open Group SOCCI project and is also the founding co-chair for the Open Group Cloud Computing Governance project. Connect with Nadhan on: Twitter, Facebook, Linkedin and Journey Blog.

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Call for Submissions

By Patty Donovan, The Open Group

The Open Group Blog is celebrating its second birthday this month! Over the past few years, our blog posts have tended to cover Open Group activities – conferences, announcements, our lovely members, etc. While several members and Open Group staff serve as regular contributors, we’d like to take this opportunity to invite our community members to share their thoughts and expertise on topics related to The Open Group’s areas of expertise as guest contributors.

Here are a few examples of popular guest blog posts that we’ve received over the past year

Blog posts generally run between 500 and 800 words and address topics relevant to The Open Group workgroups, forums, consortiums and events. Some suggested topics are listed below.

  • ArchiMate®
  • Big Data
  • Business Architecture
  • Cloud Computing
  • Conference recaps
  • DirectNet
  • Enterprise Architecture
  • Enterprise Management
  • Future of Airborne Capability Environment (FACE™)
  • Governing Board Businesses
  • Governing Board Certified Architects
  • Governing Board Certified IT Specialists
  • Identity Management
  • IT Security
  • The Jericho Forum
  • The Open Group Trusted Technology Forum (OTTF)
  • Quantum Lifecycle Management
  • Real-Time Embedded Systems
  • Semantic Interoperability
  • Service-Oriented Architecture
  • TOGAF®

If you have any questions or would like to contribute, please contact opengroup (at) bateman-group.com.

Please note that all content submitted to The Open Group blog is subject to The Open Group approval process. The Open Group reserves the right to deny publication of any contributed works. Anything published shall be copyright of The Open Group.

Patricia Donovan is Vice President, Membership & Events, at The Open Group and a member of its executive management team. In this role she is involved in determining the company’s strategic direction and policy as well as the overall management of that business area. Patricia joined The Open Group in 1988 and has played a key role in the organization’s evolution, development and growth since then. She also oversees the company’s marketing, conferences and member meetings. She is based in the U.S.

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Build Upon SOA Governance to Realize Cloud Governance

By E.G. Nadhan, HP

The Open Group SOA Governance Framework just became an International Standard available to government and enterprises worldwide. At the same time, I read an insightful post by ZDNet Blogger, Joe McKendrick who states that Cloud and automation drive new growth in SOA governance market. I have always maintained that the fundamentals of Cloud Computing are based upon SOA principles. This brings up the next natural question: Where are we with Cloud Governance?

I co-chair the Open Group project for defining the Cloud Governance framework. Fundamentally, the Cloud Governance framework builds upon The Open Group SOA Governance Framework and provides additional context for Cloud Governance in relation to other governance standards in the industry. We are with Cloud Governance today where we were with SOA Governance a few years back when The Open Group started on the SOA Governance framework project.

McKendrick goes on to say that the tools and methodologies built and stabilized over the past few years for SOA projects are seeing renewed life as enterprises move to the Cloud model. In McKendrick’s words, “it is just a matter of getting the word out.” That may be the case for the SOA governance market. But, is that so for Cloud Governance?

When it comes to Cloud Governance, it is more than just getting the word out. We must make progress in the following areas for Cloud Governance to become real:

  • Sustained adoption. Enterprises must continuously adopt cloud based services balancing it with outsourcing alternatives. This will give more visibility to the real-life use cases where Cloud Governance can be exercised to validate and refine the enabling set of governance models.
  • Framework Definition. Finally, Cloud Governance needs a standard framework to facilitate its adoption. Just like the SOA Governance Framework, the definition of a standard for the Cloud Governance Framework as well as the supporting reference models will pave the way for the consistent adoption of Cloud Governance.

Once these progressions are made, Cloud Governance will be positioned like SOA Governance—and it will then be just a “matter of getting the word out.”

A version of this blog post originally appeared on the Journey through Enterprise IT Services Blog.

HP Distinguished Technologist and Cloud Advisor, E.G.Nadhan has over 25 years of experience in the IT industry across the complete spectrum of selling, delivering and managing enterprise level solutions for HP customers. He is the founding co-chair for The Open Group SOCCI project and is also the founding co-chair for the Open Group Cloud Computing Governance project. Connect with Nadhan on: Twitter, Facebook, Linkedin and Journey Blog.

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