Influencing REST Behavior and Relationships
To determine and shape organizational behavior that sustains REST efforts over time is often the work of change management specialists. However, conceptualizing the role of REST is easier if we examine the intersection of major influences, such as organizational and individual characteristics. Some influences include:
- Corporate culture
- Major decision-making processes
- Budgeting processes
- Incentives and penalty structures
- Compensation linkages to corporate goals and mantras
- Portfolio management processes
- Architecture process (definition, acquisition, implementation)
- Architecture practice (solutions development)
- Corporate performance metrics⎯return on invested capital (ROIC), revenue and market share growth, cost controls
- Promotion and advancement criteria
Key factors in the context of REST determine how effective process changes are within an organization. Understanding key process relationships helps a governance board design better REST resources.
For example, the relationship of the budgeting office to project execution helps align budget oversight with the project. Without proper budget-to-project alignment, teams might build project-centric resources. Unfortunately, project-centric resources do not fit the broader needs of an organization. Another example, the relationship between the procurement office and enterprise architecture. Does the acquisition process reflect the goals and standards of the Enterprise Architecture (EA) organization? If not, how can the acquisition process change to better reflect goals and standards?
Another critical relationship is between EA and project or solution architecture, which connects architecture through governance to downstream activities. If there is a disconnect between enterprise architecture and architecture designed at the project level, the result may produce disjointed architecture.
The internal relationships reflect how organizational culture and stakeholder influence converge to either facilitate or hinder REST implementations. There are no easy answers. However, the development of complementary and supportive relationships increase the possibility of successful REST initiatives.
REST Governance Separation of Concern
REST initiatives, in conjunction with other architectural approaches, force IT organizations to recognize teams producing resources are not likely to be the consumers of those resources. Unlike traditional application development, REST is built upon the premise that a set of resources can be used within a wide range of applications. REST depends on production and consumption separation. The distribution vehicle must allow resource producers to communicate with resource consumers. Observing and consulting for many REST implementations, we have defined the production, distribution, and consumption concerns:
Production: Identification of and governance over the development and maintenance of existing and newly defined candidate reusable resources
Distribution: Publication of those resources for widespread dissemination to potential resources consumers
Consumption: Discovery of and governance over the appropriate use of resources within application development projects
Executing responsibilities within governance concerns through manually defined and managed procedures is technically feasible. However, essentials for IT organizations of any size to build a successful REST implementation include solving political and organizational issues. In addition, selecting appropriate tools such as a resource, repository/registry to automate governance and distribution resources also help build successful REST implementation.