Eric Marks is founder, president, and CEO of AgilePath Corporation, a service-oriented architecture (SOA) and Web services consulting firm based in Newburyport, MA. Marks is a software and technology veteran with 18 years of experience with firms including PricewaterhouseCoopers, Cambridge Technology Partners, Novell, Electronic Data Systems, StreamServe, Ontos, and Square D/Schneider Electric.
The fact that you're reading this article means that you are probably
planning a service-oriented architecture (SOA) initiative and recognize that
some level of governance is required in order to be successful. If you are
like most people in this position, you are also somewhat confused as to the
meaning of SOA governance. Governance is the current buzzword, and combining
governance with SOA creates a phrase that every independent software vendor
(ISV) wants a piece of. How do you sort out what is marketing hype from what
is truly valuable and relevant to your organization's SOA efforts?
Governance Scope Within an IT Organization
Much of the hype around SOA governance has been focused on operational
governance. Defining, tracking, and managing factors like service-level
agreements (e.g., average response time, peak response time, average
throughput, peak throughput) ... (more)
Eric Marks is founder, president, and CEO of AgilePath Corporation, a service-oriented architecture (SOA) and Web services consulting firm based in Newburyport, MA. Marks is a software and technology veteran with 18 years of experience with firms including PricewaterhouseCoopers, Cambridge Technology Partners, Novell, Electronic Data Systems, StreamServe, Ontos, and Square D/Schneider Electric.
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