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This chapter is from the book

This chapter is from the book

New Language of Business, The: SOA & Web 2.0New Language of Business, The: SOA & Web 2.0

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This chapter is from the book

This chapter is from the book

New Language of Business, The: SOA & Web 2.0New Language of Business, The: SOA & Web 2.0

Learn More Buy

Infrastructure and Management Complete the Picture

To realize the value of SOA initiatives, companies are taking a planned approach to extending existing infrastructure and management capabilities in support of those projects. SOA requires thinking about these areas in a slightly different way. By effectively securing the infrastructure across the people, process, and information boundaries spanned by SOA projects, you can save money, reduce risks, and ensure compliance. Managing efficiently to gain visibility and control of SOA services and the components underneath them is critical for SOA project success.

By nature, SOA services can be virtualized. Making sure the infrastructure to support services is virtualized allows clients to place and prioritize the services for optimal business performance.

Address these keys to effective governance:

  • Establishing the right set of security for your services
  • Defining management within the context of SOA
  • Determining your virtualization needs to drive performance and the right use of resources

Case Study: ING

In 2005, ING became the sixth–largest European financial institution, based upon market value, up six positions from only one year earlier. According to ING executives, this change is a reflection of the company's success in offering innovative and low–cost customer–focused services through a variety of distribution channels, including web services, call centers, intermediaries, and branch offices. However, like many companies out there, ING was facing a growing number of industry regulations and increasing sophistication of its business services. For ING to continue its success, they needed to reduce the time and cost of managing employee access to information while ensuring that staff could quickly respond to business change. Focusing on its entitlement program, ING needed a streamlined approval process that leverages electronic forms and intelligent workflows to enable managers to request and approve authorization requests online. In addition, it was important to their business goals that ING provide a self–service capability so employees could change their passwords without the assistance of help–desk personnel.

The implementation of a common identity management system was a key milestone on the journey to deploying a broader, strategic SOA environment for ING. The removal of security components from each individual application enabled the implementation of a common, centralized set of security controls. This allows the organization to reduce development and deployment costs, ensures the consistent application of security policy, and provides users with a simple, convenient single–sign–on capability across a wide range of services. The benefit of this decision was a host of business benefits: the total projected savings of €15 million ($20 million) a year, a projected 50% reduction in the number of administrators assigned to support identity management processes within 18 months, an anticipated 25% savings in help–desk administrative costs, the ability to reduce time and cost associated with regulatory reporting, and the ability to reduce turn–on time for new users from 10 days to less than 24 hours.

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Last Update: November 17, 2020