Editorial Reviews:
Key Findings:
- Today?s professional services firms are struggling to find their long-term value proposition in environments that are in constant change. There is a significant opportunity for PSOs in the short-term for helping companies implement and adopt SOAs, and in the long-term for providing critical business process expertise.
- As Service-oriented process tools mature, system integration will no longer be a separate activity, but will be subsumed into the process orchestration and choreography activities within the Service-oriented process tools.
- The business process design, optimization, and execution consulting market will come to displace the system integration market.
- System integrators will find the low-level integration work diminishing as their customers adopt SOAs, and therefore will need to transition their skills to the Service-oriented process arena to avoid having their market erode substantially.
- There is a significant opportunity for consulting firms in the next five years for helping companies implement and adopt SOAs, and in the long-term for providing critical business process expertise.
- Total SOA architectural and process consulting revenues will surpass those from system integration by 2006.
- System integration revenue by professional services organizations will decrease by over 70% by 2010, while Service-Oriented Business Process consulting will increase 20-fold in the same time period.
Table of Contents:
- I. Report Scope
- I. The Context for SOA Consulting
- 1.1. The Difference between Web Service and SOA engagements
- 1.2. SOA Practice Contexts
- 1.3. Meeting Customer Needs
- 1.4. Raising the Perception of Architecture
- II. Conducting an SOA Engagement
- 2.1. Selling an SOA Engagement
- 2.2. Getting a Foot in the Door
- 2.3. Aspects of SOA Engagements
- 2.4. Technology Selection Considerations
- III. Adopting an SOA
- 3.1. Justifying an SOA Engagement
- 3.2. SOA Enterprise Adoption Roadmap
- 3.3. Managing an SOA Engagement
- IV. Market Trends. Opportunities and Risks
- 4.1. Compensation for the Standards Gap
- 4.2. Long-term Shifts in Demand
- 4.3. SOAs as the Key to the Real Time/On Demand Enterprise
- V. Conclusions
- 5.1. Key Notes
- 5.2. Decision Points
- 5.3. Figures
- 5.4. Tables
- VI. Profiled Professional Services Organizations
- 6.1. Small Architectural Consulting Firms
- 6.2. Small IT Consulting Firms
- 6.3. Midsize IT Consulting Firms
- 6.4. Large IT Consulting Firms
- 6.5. Small/Midsize Full-Service PSOs
- 6.6. Large Full-Service PSOs
- 6.7. Software Vendors
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