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Paul C. Brown
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Dr. Paul C. Brown is a software and systems architect with a deep background in the design of
distributed information systems. His early work focused on fault-tolerant real-time monitoring
and safety systems. Subsequent work on distributed decision support systems evolved into a
more general interest in the design of event-driven distributed systems using model-based
design methodologies. His model-based tool architectures are the foundation of a diverse
family of applications that design distributed control systems, process control interfaces,
internal combustion engines, and NASA satellite missions. Extensive design work on enterprise-scale
information systems led Dr. Brown to recognize that service-oriented architectures inherently
structure both business processes and information systems.
This led to the concept of Total Architecture: that business processes and information systems
must be architected together. The Total Architecture approach has proved itself building numerous
information systems for global enterprises and the Fortune-500.
Dr. Brown has authored a pair of books on Total Architecture from Addison Wesley:
'Succeeding with SOA: Realizing Business Value through Total Architecture'; and
'Implementing SOA: Total Architecture in Practice'. Dr. Brown received his BS in Electrical
Engineering from Union College, and his MS and Ph.D. in Computer Science from Rensselaer
Polytechnic Institute. He is presently a Principal Software Architect at TIBCO Software Inc.
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"The Critical Role of Architects in an Enterprise SOA"
The technology of SOA provides many opportunities to structure enterprise information systems in a way that reduces their complexity and improves flexibility. Realizing those benefits, however, requires a disciplined approach to architecture and design along with an increased focus on these areas both at the project and enterprise level. It is not the employment of the technology that leads to the benefits: it is how the technology is used. Most SOA benefits accrue from two factors: the use of validated architectural patterns and the (relative) stability of individual service interfaces as compared to the design of the service consumers and providers.
The required architectural perspective encompasses both business processes and systems. From this perspective the roles and responsibilities of organizations, individuals, services, and other system components can be appropriately rationalized. Performing this rationalization is the is the job of the architect.
Architecture in the enterprise is not an abstract or academic exercise. Together, project and enterprise architects must define a structure and organization that meets the needs of the enterprise in a very pragmatic way, balancing ideals against the pressures of reality. Yield too far to reality, and the structure becomes rigid and fragile. Focus too much on ideals, and the enterprise suffers in the real-world competition. To effectively carry out these responsibilities, project and enterprise architects need to be conversant in both business and technical domains. Ultimately they must treat their design decisions as investment decisions, determining where benefits justify investment and recognizing where resource constraints must limit investment.
October 22, 2009 - 11:15
Room: Diamond 1
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"Business Processes and Service Specifications"
Enterprises produce most of their value via the consistent execution of their business processes. Likewise, services and other IT components produce business value when they become operational parts of business processes. Conversely, services and IT components that are not parts of operational business processes constitute wasted IT investments. From this it is easy to see why the business process perspective is important in the conceptualization and specification of services. But just what should you consider when deriving services from business process logic?
The most obvious consideration is the functionality of the service: what capabilities does the business process require that can be provided by the service? What kinds of information does the service require from the business process and what information does the service supply to the business process? What information is the service managing?
These considerations help derive services from the business processes in which the service will be used. In order to ensure that the service can, in fact, be used (or reused), the needs of the business process must also be clearly understood. This presentation will cover both sides of this spectrum.
October 22, 2009 - 14:15
Room: Diamond 2
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"SOA Trends: The Direction of the Next Generation"
There are many different services-based technologies currently in development, ranging from services for embedded devices and mesh computing to SOA fabrics and dynamic SOA infrastructure. The panel will discuss which of these innovations are relevant today, which to watch out for in the near future, and which are still in the questionable "hype" stage.
Panelists (in alphabetical order): Paul Brown, David Chappell, Pethuru Cheliah, Dirk Krafzig, Art Ligthart (Moderator), Richard Watson
"Today's SOA Governance Platforms: Are They Mature Enough?""
Governance has been repeatedly touted as one of the most critical success factors for SOA initiatives, especially in pursuit of realizing long-term benefits and value from services. There are obvious organizational challenges to establishing an effective governance model, but what about governance technology platforms? Different vendors offer tools for the administration, monitoring, and scaling of services, but how mature and reliable and sophisticated are they? Are we where we need to be with governance platforms, or are there still gaps that need to be filled?
Panelists (in alphabetical order):
Harold van Aalst,
Paul Brown,
Nicolai Josuttis,
Steve Pope,
Dirk Krafzig,
Anne Thomas Manes,
Joe McKendrick (Moderator)
To locate the date and time for when these sessions are scheduled, visit the Conference Agenda page.
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