Who is a basketball fan? I am a huge Duke fan and anxiously await every March for the basketball season!Usually I get to go to some round 1 or 2 games but this year will have to be satisfied with the TV!
March Madness reminds me of SOA in the real world. March madness is all about people, information and process -- just like SOA! The people the fans are critical to the game. They sometimes mean the difference between success and failure! In SOA, the people and human workflows are critical to the success of an implementation. Building composite applications and being able to easily leverage standard and reusable business services and present them to the right users at the right time! How value to your business!
For Information, in basketball understanding and knowing the stats and the strengths and weaknesses of your oponent is crucial to success. Just like in SOA. Having the right quality of information about your customers, or your products gives you a competitive leg up and SOA can help you separate information from implementation for reuse across the enterprise, centralize maintenance and control to improve data quality, and Provide processes with consistent information, in real-time, regardless of location.
And finally Processes -- the rules of the game! You must follow the process in order to win! You need to be flexible in your game to stay within the bonds. Just as our customer survey shows, Process , or BPM is crucial to success in SOA. It aligns the business and IT together and drives toward a common end goal!
What are your thoughts? Who is watching March Madness? Who is doing SOA?[Read More]
China is a fabulous place -- actually one of my favorite places to visit due to the energy and excitement in the Chinese people. I would recommend several very key spots like Xian where the terra cotta soldiers are -- check it out this one !!
Because of the explosive growth in China, we designed a contest for China university students. We asked them to build an SOA application using a virtual customer that is facing application integration problem with two legacy ERP and CRM systems, and want to improve the operation process and increasing business flexibility. 5 students can form a team, act as a SI and design a SOA solution for the customer. The whole contest is to simulate a full selling cycle of an IT project: the first stage is collecting proposal, the second is to have the top solutions (in this program, top 15 teams) to do presentation and bidding, and the top 5 solution will enter last phase -- system implementation.
We have already over 410 teams from 70 universities. Teams in the IBM China SOA Contest established over 350 blogs such Leading team
. They're the #1 team in the first phase of the contest. The blog's in chinese, but here's a basic transation of the blog from Google: China Blog
What do you think? I am looking forward to announcing the winner in November while I am in China![Read More
The Smart SOA(TM) approach is our theme for IMPACT 2008!!
A Smart SOA(TM) approach is leveraging our over 5700 customers' experiences. Smart SOA allows customers to meet the requirements of tomorrow’s advanced deployments without un-doing their current projects. Smart SOA demands that we apply the principles of simplicity and robustness at every stage of sophistication. Through the flexibility that optimizing their service oriented architecture (SOA) can deliver— a smart approach to SOA—companies are changing their businesses and seizing new opportunities for growth.
Now, the cool thing, is that Smart Car USA will be presenting on stage at IMPACT 2008 a Smart Car -- based on the winner of our Smart SOA contest! For details click here!
Yesterday we announced a series of 5's for SOA.
5 SOA entry points based on a study of 500 customers from Mercer. The 5 are: People, Process, information, Reuse, and Connectivity!
We highlighted 5 Real customers using these SOA entry points for Value (Pep Boys, Harley Davidson, Delaware Electric, Magna Steyr, and Wuestenrot and Wuerttembergische AG (W and W AG).
On the business side, we have 3 entry points for customers looking to start their SOA journey! People centric collaboration, Business Process Management, Information as a service. Now we know that you could do BPM or Collaboration without SOA, but with SOA the value grows.
For instance around BPM, for many years companies have wanted the magic potion to fix, improve, modify process activity. But IT has been the biggest inhibitor. SOA changes the game in this space by allowing processes to be represented as services and components. As such, the service-based process now becomes re-usable, flexible, and can be modified and re-deployed more quickly. SOA turns processes into parts (called "services") so the specific part of the process can be improved, optimized, and then reassembled with other parts of the process.
Or for collaboration, SOA will enable this user experience and ensure consistent levels of service are met each step of the way. SOA allows customers to create, deploy, and update composite applications faster with SOA portlets. As application portlets are created or converted to "service-based" portlets, you can aggregate and integrate these portlets faster and more economically to get the collaborative user interface and view into your business that you need.
Or for Information, SOA drives further success Information delivered as a service provides extensive options to a company to allow for packaging, transformation, and distribution of the information to the right people at the right time. Information as a service, as a part of an SOA ensures consistency in sources and data rules, aligns information with business processes, provides business context to information, uncovers insightful relationships hidden within information, provides a basis for trust in information, and enables tighter control over information.
For the IT entry points, the 2 are Reuse, where a strong view of being able to reuse both IT assets and business logic. To build an SOA, you look at what you already have (people, applications, business processes, etc.), and use existing resources to streamline business processes, cut development time, ensure consistency through the organization, and save money. Based on open standards, IBM's offerings were created to allow a company to extend the value from their existing software by service-enabling it and then reuse the business value that comes from that service again and again. Firms can:
-Enhance flexibility by reduce duplication of function by creating services to be shared across the enterprise -Leverage proven core applications and function through services enablement, through wrappering or other methods
In fact, a study by Software Productivity Research found that it is five times less expensive to reuse existing services and applications than to re-write them.
And finally Connectivity. SOA connectivity allows users to take an existing business process and deliver it through a different business channel with minimal rework. So for example, if you have a business process like opening a new account that you deliver through a call center, you can deliver the same process through a web site or a kiosk by leveraging this kind of connectivity. Doing so will ensure a secure, consistent user experience and save a great deal of cost. By the same token, SOA Connectivity lets you reach out to your trading partners with secure, services-based connectivity beyond your firewall. The Enterprise Integration Challenge report from Software Strategies found that use of an Enterprise Service Buses was two to four times less expensive than custom-built integration or FTP.
So tell me what you think? Do these entry points seem like ones you could use?
We have an SOA business value tool that will allow you to sit down and determine your ROI from these Entry points as well. Let me hear from you![Read More
As I travel the world talking to our thousands of customers about how Service Oriented Architecture (SOA) can help bring them new levels of agility to face today’s unprecedented rate of change, one of the top questions I’m asked is what is IBM doing with SOA within its own business. Even right now as I am in Lisbon Portugal (a BEAUTIFUL country -- pictures coming!!!!) ....this is the top question I am getting!!!
It’s a little bit like looking under the hood of your auto mechanic’s car or into the portfolio of your financial advisor. I’m proud to say that IBM does indeed have heavy involvement in SOA and that we use these deployments to help make it easier for our customers to take advantage of the many benefits of SOA.
The backgroundLike lots of other companies that have been around for as long as IBM and have grown through globalization and acquisition, IBM’s IT systems were complex, monolithic, and silo-based. IBM had 128 CIO’s, both geography and business unit based, 155 different data centers and over 80 hosting centers that managed over 16,000 applications. Business processes were not clearly defined and were redundant across different business units. This arrangement was costly, prone to error and was a serious drag to success. Something needed to change.
Early stepsIBM really began the SOA journey in 2002 when we initially viewed SOA primarily as a way to cut costs. With all the redundancy and overlap in IBM’s environment at the time, taking this approach proved to be fertile ground for gaining experience with SOA and proving some of its merits internally.
The first project that IBM chose was to focus on a 25 year old legacy system called COATS which stands for Customer Order Analysis and Tracking System. It accepts hardware orders from business partners, customers and sales people and it routes those orders to over 20 different manufacturing plants. The system worked very well but to meet inevitable changes in the way IBM did business, COATS needed frequent updates. As Howie Miller, CIO for IBM explained, “Each new release took about six-months and more that 8,000 development hours to prepare. So, when IBM went looking for a good place to test the promise of SOA, COATS rose to the top of the list.
Through service-enablement of much of COATS’ functionality, IBM was able to treat the system as a set of services that flowed together as directed by business rules. We were able to do so without rewriting or altering the stable, trusted legacy system itself. As a result of this project, IBM now saves 25% in development costs whenever changes are required of the system and COATS transactions have dropped from 10 minutes to four seconds.
Building on successesEarly wins like this motivated IBM to consider SOA more strategically and to look beyond cost cutting and more toward the agility that SOA brings to the company. Let’s look again at IBM’s manufacturing business for an example. IBM focuses on its core strength in many areas and partners with other industry leaders to bring valuable products and services to market. As part of this strategy, IBM is continuously on-boarding and off-boarding manufacturing partners as our needs shift. As a result, all kinds of back-end systems needed to be integrated with IBM’s supply chain. Unfortunately this usually took three weeks. In addition to the time, factory on-boarding typically took systems down and the plant would suffer from outages.
To make these changes in a more agile manner, IBM used the principles of SOA to create a set of services called “Factory In A Box” that allow for an open interface into the back end systems and streamline bringing new factories on line and severing the relationship if the need arises. As a result, this previously three week process now takes only two hours.
While IBM’s line of business owners yawned at SOA’s technical benefits like greater programmer productivity, projects like this that deliver the ability to run the business in a more agile way really got noticed.
Governance structure and cultural changeAs we recommend to our customers, IBM has not pursued SOA in a “big bang” fashion but instead has laid out a roadmap of initiatives for itself and implemented it in steps and phases. IBM demands that each project show value on its own merits but also that it contribute to the overall strategic objectives. Over the years, IBM has undertaken at least 15 separate SOA initiatives each of which encompass multiple individual projects. Along the way, we have established a governance structure to provide oversight and control of these initiatives as well as facilitate the cultural change elements that come with philosophical shifts like this.
IBM recognized that a tremendous benefit of SOA is the continuous alignment of IT efforts to business requirements. To ensure this, IBM created a governance body that brought IT leaders together with business leaders who owned end-to-end business processes. The group guides such areas as ensuring that decisions are made for the broader good of the organization, making architectural, investment, and cost-sharing decisions, and working through cross-functional issues.
This governance body has also worked to update IBM’s culture to fully realize SOA’s potential. With more patents than any other company, IBM has a longstanding heritage of invention. Developers are rewarded for patents. But to foster greater reuse, they are now also rewarded on the basis of how often their creations are reused by others. It is shifts in mindsets like this that really accelerate SOA’s value.
IBM’s involvement with SOA has been a great showcase for us. We intend to continue further investment throughout the company to make ourselves even more agile in the years to come.[Read More
Good day to all! Well, this southern girl broke her ankle about 2 weeks ago! Since there can be no "weight bearing on that leg now" for a while, I started thinking about where we put our weight in our first SOA implementations! From our recent survey, most companies are viewing BPM capablilities are the highest rating SOA capability. BPM being Business Process management. BPM is how you design, automate, and manage operational business processes at the pace required by changing market conditions and business priorities, aligned with strategic and operational goals. The value comes in around your ability to adapt quickly and cost effectively. By deploying the right BPM tooling, infrastructure, and methods, you will be able to respond at the speed of business while maintaining business controls and, where necessary, regulatory compliance. BPM improves your bottom line and enables innovation, helping you to compete effectively and win. Gartner recently gave a Market Opportunity number of $806M in 2006. Business Process Management Suites will be the Next Big Thing, February 2005, Jim Sinur
I am curious how many of our SOA folks are leveraging this capability of BPM and what processes are top of your list?
Til next time!
I still remember when the first edition of SOA for Dummies came out two years ago! These books were snapped up and the feedback was tremendous. With cost optimization and business agility being more critical than ever to companies in these economic times, the timing for a second edition could not be better. So I interviewed Judith Hurwitz a leader in the industry!
Sandy Why do you think that SOA is hot today?Judith: SOA has moved from a technology initiative to a business initiative. Many companies are looking to SOA to codify their business practices in repeatable manner. Many of the CIOs we have been speaking to are looking at the advantage of being able to create reusable services that they can use to gain flexibility. Companies are also looking at SOA to replace some of the inflexible packaged applications that are costing companies too much money to maintain and change. SOA is proving to companies that it can also allow them to innovate in ways that have direct impact on the bottom line.
Sandy: What was your motivation to work on the second edition for SOA for Dummies?Judith: When we wrote the first edition of SOA for Dummies more than two years ago most companies were still in the pilot stage. Many executives we spoke with had a sense that this was something important but didn't really understand it. Things changed dramatically in the past two years and we really wanted to provide more insight not just into the technology but into the ways that real companies across a wide spectrum of markets were being successful with SOA. We were so pleased that 24 customers were willing to not only talk to us but be named in the book.
Sandy: I understand you have spoken to 24 companies across 9 different verticals. Can you give us a sneak peek to some of their experiences?
Judith Hurwitz: There are so many significant stories that the CIOs told us. What has stayed with me is that these companies were starting with business strategy rather than starting with writing code. These companies were setting up centers of excellence to help guide the progress towards SOA. They were also spending considerable time on the organizational issues and business process issues. Several of the CIOs we talked to were able to use SOA to positively change the relationship they had with customers.
Sandy: Judith, I do believe this is your third consecutive year at IMPACT! Anything you could share with the readers about your IMPACT experience?
JudithImpact is really a unique conference. At the first Impact we noticed that attendees were so pleased to find like minded people that were trying to achieve the same goals for their companies. Before that first Impact these executives didn't realize there was a real movement happening. The next year there was a clear change. Executives and mangers now had real experience under their belts and were eagerly sharing best practices with each other. I have found Impact to be a very customer centric event offering real value. I am also struck by the fact that Impact takes a holistic view of both software and business aspects of SOA.
Great insights, Judith. Thank you!
I know we will be giving away the mini book versions at IMPACT and you will be there in person. At IMPACT, we will give away a copy of a Mini Book of SOA For Dummees V2!
Looking forward to seeing you in Vegas next month.
I am in Atlanta due to snow in NY!!! I love Atlanta -- sun, great people, and even Sweet Ice tea!!
So in honor of Atlanta, today I will highlight AFLAC! Quack Quack! A great company using a great Approach!
AFLAC is dedicated to delivering quality products and services at affordable prices and to utilizing new technology to better serve policyholders. Georgia-based AFLAC is people-focused, providing unmatched service to its employees, policyholders and associates. The company's business philosophy is stated simply by Daniel Amos, chairman and chief executive officer of AFLAC: "If our employees do it right, our business flourishes."
The Web has created new ways to connect home-office employees, sales associates and policyholders. AFLAC’s users are demanding easier access to services such as account access and online claims processing. Taking advantage of these recent trends could help optimize AFLAC’s overall business operations, cut long-term costs and keep customers satisfied - ultimately making the company more competitive. AFLAC’s IT infrastructure, however, was ill-equipped to accommodate the changes. They needed to establish a flexible infrastructure that would allow it to Web-enable existing systems cost-effectively and continue to adapt them according to changing business needs.
AFLAC implemented an open-standards-based, services-oriented architecture that enables it to bring services online faster - keeping employees, sales associates and customers connected and informed - with less extensive development efforts. The solution allows AFLAC to reengineer existing application functionality into modular, portable Web components that can be reused, thus simplifying the development and integration of new online services. With the strategic adoption of the flexible middleware platform, AFLAC is prepared to meet the demands of a customer base that increasingly uses the Internet to do business. New process efficiencies gained through cost-effective channels mean that AFLAC can handle a greater volume of business - more policies, more quickly. The AFLAC solution represents innovation through evolution rather than revolution.
Leveraging the best attributes of previous systems with the latest, open-standards-based technology, the new solution lowers both the cost and the risk of change. The new architecture also opens existing core business systems to emerging technologies like service-oriented architecture and business process management. By extending legacy data to the Web, AFLAC dramatically shortened the time it takes to issue new insurance policies. Instead of taking days to issue new policies, it takes just hours. As a result, the revenue flow from policy premiums begins much sooner, optimizing business returns.
Now I am getting so many notes I want to provide you the website where you guys can go directly to order your very own SOA for Dummies Book! Happy Reading! SOA for Dummies
I just arrived in last night from Vegas where we had our major SOA announcements for Partners. While I used my scooter to voom around (remember I have a broken ankle!), we received very good response to the announcements -- over 42 press articles, some great analyst feedback and the best, is the partner community! Here are just a few of my favorites.
"No vendor is in a better position to make SOA a reality for customers than IBM. The breadth of their offering and depth of their SOA expertise are driving this market. The value they are providing to partners who are working with IBM to capture the opportunity that SOA represents makes the IBM partnership value proposition a no-brainer." -- Jason Bloomberg, Senior Analyst, ZapThink LLC
"IBM has made an extraordinary investment in the success of its advanced SOA partners." Judith Hurwitz, President, Hurwitz & Associates
"Business partners who add their experience and skills to IBM’s technical expertise and market power should find the SOA opportunity nearly unlimited. I’m particularly impressed that firms can have a substantial look with no commitment before choosing how much of their resources they’ll engage in return for IBM’s considerable offerings. " Amy Wohl, Wohl Associates
So what did we announce?
1) Early enablement for HOT SOA products like DB2 Viper and WebSphere Service Registry and Repository.
2) Tools to demonstrate real value .... SOA Busines Central Catalog and the SOA Business Value Assessment tool!This tool is super! Its outcomes are best practice models, a business case, and a propsed architecture based on SOA maturity level. The ROI is crucial -- IDC and others say that ROI is the cricial input into the customer process.
3) The new Zero Barrier to SOA.....without registration redbooks, development assistance, etc Just go here!
Also we added SOA sales connection to link partners into our Sales process!!
So much power for the partners who are critical for the success of Customers!
Talk to you soon! 8 days until cast comes off![Read More]
We are running out natural resources. I am passionate about making sure that the planet is set for the next generation..my 2 precious girls!!!!
So today we are highlighting DTE Energy -- a 150-year-old company with $9B in revenues that manages $23B in assets.
DTE Energy operates non-regulated businesses in 38 states. With the utility business becoming more competitive by the day, Midwestern energy giant DTE Energy needed to position itself for the future. Disparate systems and process fragmentation across nearly 200 different business units prevented the company from realizing all of the underlying synergies from acquisitions. DTE Energy undertook a massive consolidation of its business systems, which made possible the complete redesign and standardization of its business processes across all business units. DTE Energy can now drive optimization efforts as an enterprise—not a collection of business units.
Unlocking the potential efficiencies embedded in utility business models requires a level of operational orchestration across the entire business, whether it’s common processes, common resources or supply-chain integration. In the wake of industry consolidation, many utilities have assembled a business portfolio that looks synergistic on paper, but still faces tremendous challenges in aligning with their acquired or merged businesses. Like most utilities that have grown through acquisition, DTE Energy’s efforts to consolidate the business were constrained by a proliferation of IT systems, which—by keeping information confined to pockets within business units—made it difficult to gain insight required to make critical business decisions. Disparate systems across the organization provided difficulties with a number of activities, from financial reporting to spare parts inventories.
DTE Energy used SOA to improve the management of all business units and functions, link them together and make them best-in-class. The project eliminated more than 400 legacy systems and interfaces. The broad theme of the DTE Energy story is how flexibility and integration enable even the most complex companies to think, act and optimize as a single company. It’s seen in the way process standardization and flexible, SOA-based integration enables DTE Energy’s business units to share and adopt best practices for the benefit of all, and how these same attributes enable DTE Energy to rapidly and fully integrate future acquisitions
Hello All !!!
I am getting a lot of emails to summarize the announcements that we made at IMPACT 2008! So what I decided to do after a great dinner last night with our IBM friends in the North End of Boston, was to do a blog for each of our six announcements!
The first one I would like to highlight is the announement on our IBM BPM Suite with events capability.
Just a few facts before we get into the announcement. Fact: The BPM Market is predicted to grow over 35% CAGR to $6B by 2011 (Forrester Research)Fact: IBM is the Marketshare leader in BPMS (Gartner Dataquest)Fact: IBM is rated a leader in more Magic Quadrants and Waves than any other vendor (six), including: BPMS (Gartner), Business Process Analysis (Gartner), Integration-Centric BPMS (Forrester), Document-Centric BPMS (Forrester), Human-Centric BPMS for Banking/Financial Markets (Forrester); and Human-Centric BPMS for Insurance (Forrester).
In fact, IBM was first to market with an integrated BPM/SOA offering (Bruce Silver Associates/Bloor Research)Fact: IBM is the recognized "clear" leader in Content-Centric BPMS (Forrester)
These announcements at IMPACT took a another step ahead for our client's value -- around our announcement of the BPM Suite. Accordining to Wikipedia, a suite is "a collection of computer programs, usually application software and programming software of related functionality, often sharing a more-or-less common user interface and some ability to smoothly exchange data with each other." -Wikipedia
(By the way did you guys see Jimmy Wales speak at IMPACT? He was amazing!) IBM's BPM Suite is a comprehensive set of role-based, SOA-enabled product capabilities that provide customers with the ability to continuously optimize processes, and adapt processes rapidly to changing needs.
The suite contains key functionality from across IBM to control and manage business processes across their lifecycle, with an emphasis on business user empowerment and greater collaboration across multiple roles within a client's organization
IBM’s BPM Suite combines product capabilities from across IBM Software Group that match the way customers purchase, implement, and upgrade BPM software while protecting and reusing their existing IT investments.
To make it easier for customers to get started with BPM, we’ve created Starter Sets for the IBM BPM Suite. The IBM BPM Suite includes a choice of two starter sets – Dynamic Business Processes Set and Content-Aware Processes Set. Starter sets are packaged offerings and are designed to address key customer scenarios.
Each starter set contains tools to model, deploy and monitor core business processes. The suite also offers a number of optional extended-value offerings to enhance and advance overall capabilities.
The starter set for Dynamic Business Processes supports process optimization across heterogeneous, dynamic, transaction-rich environments, requiring enterprise-wide integration capabilities and SOA. This starter set is best for processes that require choreography across multiple divisions, departments or applications and which may involve higher frequencies of change. Products include WebSphere Business Modeler, WebSphere Business Services Fabric and WebSphere Business Monitor.
The starter set for Content-Aware Processes supports process optimization where content is core to your processes or integrated compliance requirements exist. This starter set is best for processes that require the content object to be managed as the item of work utilizing content repository services (document management, versioning, imaging, etc) that you expect in a world class enterprise content management system. Products for this starter set include FileNet Business Process Manager, FileNet Business Activity Monitor, FileNet P8 eForms, and FileNet Business Process Framework.Extended value offerings are capabilities that augment the foundational starter sets and regardless of which starter set you choose, you can leverage additional capabilities in areas such as events, rules, and analytics. Specifically, the extended value offerings include: Business event processing (through WebSphere Business Events), Asset repositories for BPM (with Rational Asset Manager and WebSphere Service Registry and Repository), Collaboration (with WebSphere Business Modeler Publishing Edition, Lotus Connections, Lotus Quickr, and plug-ins for Sametime), and Advanced analytics (with Cognos).
In addition, pre-built industry-specific solution accelerators and assets based on industry best practices are available (these include the Process Automation Accelerator for Portal, and the Dashboard Accelerator for Portal, along with Industry Content Packs and Industry Models).
Details on Suite and Starter Set packaging, pricing and support available in Q2 2008
I hope that helps! Let me know ok!!! Announcement #2 details will be coming tomorrow!!
I just arrived home from SOA Summits in both Paris and Prague.
In Paris, with over 500 attendees, we were able to share real customer stories and deployments as well as new news like our own SOA Business Catalog..
You should really check this out as it allows you to really bring home the value of reuse and the industry or business push of SOA. I would be curious as to your best practices around the infusion of the business and IT.
In Prague, we had 90 very high level business leaders to hear about SOA. Very insightful crowd -- we hosted a dinner at St Agnes's Convent (Klášter sv. Anežky). It is a monastery built in the 1230s -- and since one of the main value propositions is reuse, a customer from an Oil Company in Russia said "I see the tie in to SOA of this dinner location. You have us in a monastery that today we are reusing as a restaurant!"
Today, St Agnes's is used by the National Gallery to display a collection of European medieval art. Check it out!
I will talk to you later!!!
A new Wintergreen Report is out "Services Oriented Architecture (SOA) Market Opportunities, Market Forecasts, and Market Strategies, 2006-2012' July 2006.
IBM increased its market share to 46% in 2005, up from 2004. IBM has SOA business process management (BPM) initiatives that benefit companies by implementing streamlined processes, improved customer service, more effective compliance and risk management, and improved responsiveness to changing business conditions helped drive the results.
Zapthink has referenced a TechTarget survey completed in February by SearchSOA.com and TheServerSide.com. Topics are SOA, BPM, and Cloud. Respondents (376, total) comprised a mix of developers, architects, C-level execs, managers, consultants and others. Potentially useful statistics for use in spring plan / marketing plans. Text below.
See full article! http://searchsoa.techtarget.com/news/article/0,289142,sid26_gci1351532,00.html
* SOA is in fact motoring forward. Among the survey respondents, 49% said their organization has one or more SOA projects under way, and 60% characterize their current or future SOA projects as enterprise level as opposed to departmental/divisional level (21%), or single, isolated projects (19%).
* Interest and uptick in Business Process Management with 29.7% of respondents marking BPM as one of the critical areas for their organization's technology efforts. At the same time, 35.8% respondents counted Business Process Management software among the types of infrastructure software currently used, with 38% planning to use it in the future.
* Grid/cloud software is now used by 17% of respondents, with 38% planning to use grid/cloud in the future.
*Today's SOA projects are largely about integration. The top benefits organizations hope to achieve are improved data integration (32%), enable legacy application integration (32%) and integrated disparate department applications (23%), followed by cost cutting (21%). Staying competitive (8.4%) and driving innovation (8%) tracked low on the expected benefits list.
*Those not doing SOA said it was because of skills.
* Governance is becoming more and more popular as an issue.