HARTMANN software group

SOA Architecture and Design Principles Training in Ontario

Enroll in or hire us to teach our SOA Architecture and Design Principles class in Ontario, California by calling us @303.377.6176. Like all HSG classes, SOA Architecture and Design Principles may be offered either onsite or via instructor led virtual training. Consider looking at our public training schedule to see if it is scheduled: Public Training Classes
Provided there are enough attendees, SOA Architecture and Design Principles may be taught at one of our local training facilities.
We offer private customized training for groups of 3 or more attendees.
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Course Description

  
is course will provide each student with an overview of key concepts and issues associated with the adoption of a service-oriented architecture, including SOA principles, service design and infrastructure. It will explore the definitions and principles of each type of fundamental shared service to include presentation, business, and data services. Additionally, the course explores SOA runtime governance, service bus, service registry, security and service monitoring issues. This course trains students to apply key Service-Oriented Architecture (SOA ) principles to their current SOA adoption plans, understand the scope and characteristics of SOA service infrastructure and understand the design principles associated with SOA common infrastructure and shared services. All aspects of this class will illustrate the architecture and design of an efficient and effective SOA environment.
Course Length: 2 Days
Course Tuition: $790 (US)

Prerequisites
An understanding of application development and basic design methodologies.

Course Outline

  

SOA Architecture
SOA Business Challenges
1990s: Billion Dollar Lock-In
Integration Tools
Point-to-Point Approach
New $200B Lock-In: Big Apps
Frozen Enterprise Asset Concept
Liquid Asset Transformation
SOA: Frozen to Liquid Assets
Service Infrastructure Layer
Web Services Based Approach
Service Infrastructure
Application vs. Service Layer
SOA Challenges
Service Infrastructure Approach
IBM Product Solutions
SOA Development Actors
SOA Deployed Products
SOA Product Family
ESB Target Environments
Composition vs. Coding
Process Server
Service Registry
Data Services
SOA Enterprise Security
SOA BPM Suites
SOA Environment

Getting Started with SOA
Flexible Business ? Flexible IT
SOA & Web Services
Web Services are a Good Start
ESB Shrinks Interfaces
SOA Reference Architecture
IBM SOA Foundation
Customer View of SOA
End-to-End Process Capabilities
SOA Software Platform Roles
WebSphere Software Platform
Why do Business Process Modeling?
Business Process Modeling
SOA Business Modeler
Assembly Concepts
Eclipse-Like Integration Developer
Testing and Debugging
Deployment
Enterprise Service Bus Capabilities
Define ESB Offerings
Process Server Components
Common Data Model: Business Objects
Invocation Model: Service Components

Standard SOA Implementation
What is SOA?
View of SOA
SOA Entry Points
People Centric Approach
People Entry Point with SOA
Process Centric Approach
Process Entry Point in SOA
Information Centric Approach
Information Entry Point to SOA
Business Centric SOA
Value Through SOA
Connectivity Entry to SOA
Creating and Reusing Services
Business Centric in Action
SOA Management & Security
Align Business with IT Governance
Business Domains
Vendors and SOA
Software Architecture
IBM and SOA
WebSphere Application Server
WebSphere MQ Overview
WebSphere ESB & Application Server
WebSphere ESB & Process Server
WebSphere ESB & Message Broker
SOA and Component Model
SDO and SCA
ESB and SCA
Tooling Mediation
SDO and Business Objects
Message Transformation

Message Exchange Patterns
Message Exchange Patterns
Request-Response MEP
Message Exchange Patterns
Fire-and-Forget
Publish-and-Subscribe
WSDL 2.0
Coordination
Coordination Composition
Coordinator Service Composition
WS-Coordination Registration
WS-Coordination Completion
Coordination SOA
 
Atomic Transactions
Atomic Transactions
Atomic Transaction Protocols
Atomic Transaction Coordinator
Atomic Transactions
WS-Atomic Transaction
Business Activity
Business Activity Protocols
Business Activity Coordinator
Atomic Transactions
Business Activity and SOA

Orchestration and Choreography
Orchestration
Process Service Coordination
Orchestration and SOA
Choreography
Defining Choreography
Roles and Participants
Relationships and Channels
Interaction and Work Units
Reusability, Composability and Modularity
Complete Choreography
Choreography and SOA
Technical Requirement

Service Layers
Service-Oriented and Contemporary SOA
SOA Charcteristics
Primary Service Layers
Application Service Layers
Application Service Characteristics
Business Service Layers
Orchestration Service Layers
Agnostic Services
Agnostic Reusable Services
Hybrid Application Services Only
Hybrid and Utility Application Services
Task-Centric and Utility Application Services
Task-Centric, Entity-Centric and Utility Application Services
Process Services, Task-Centric Business Services and Utility Application Services
Process Services, Task-Centric Business Services, Entity-Centric Business Services and Utility Application Services
Process Services, Entity-Centric Business Services and Utility Application Services

Introduction to SOA Analysis
SOA Delivery Lifecycle Phases
SOA Delivery Lifecycle
SOA Delivery Strategies
The Top-Down Strategy
The Bottom-Up Strategy
The Agile Strategy
Service-Oriented Analysis Process
Benefits of a Business-Centric SOA
Business Process Management (BPM) Models
The BPM Lifecycle
What is a Model?
Entity Models
Business Services and Orchestrations

Service Modeling
Service-Oriented Analysis Process
Benefits of a Business-Centric SOA
Business Services Build Agility into Business Models
Business Services Prepare a Process for Orchestration
Business Services Enable Reuse
Only Business Services Can Realize the Service-Oriented Enterprise
Business Process Management (BPM) Models
Entity-Centric Business Services
Business Services and Orchestration

SOA Governance
What is SOA
Service Oriented Architecture
SOA: Observations
Defining SOA Governance
Governance Definitions
Changing IT Governance
SOA Adoption Challenges
SOA: What?s Needed
Evolving SOA Technology
Evolving Standards (WS-*)
SOA Governance Infrastructure
What Needs to Be Governed
SOA Entry Points
Service Visibility
Service Lifecycle
SOA Security Challenges
Identity Management
Security Services
SOA Governance Challenges
SOA Challenges
Governance Models
SOA Interactions

Course Directory [training on all levels]

Technical Training Courses
Software engineer/architect, System Admin ... Welcome!
Business Training Courses
Project Managers, Business Analysts, Paralegals ... Welcome!
Upcoming Classes
Gain insight and ideas from students with different perspectives and experiences.

Agile/Scrum Uses & Stats

Agile/Scrum is Used For:
Project Management Processes Maintenance Iteration
Difficulty
Popularity
Year Created
2001
Pros

Faster Deployment of Solutions
Because there is a continuous collaboration between stakeholders and teams, the focus on the essentials speed up the delivery process.

Gives Every Team Member a Purpose
People own and are expected to deliver on their responsibilities.

Keeps the End Goal in Mind at Every Level
With the end-goal in mind, teams stay focused and unite in their efforts

Promotes Flexibility in Order to Adapt
Close team and customer contact prompts acceptance of change, and frequent deliverables.

Faster Detection of Issues and Defects
Scrum methodology incorporates daily meetings, which helps to identify problems and resolving them in time.
 
Cons

Can Act As a Band-Aid to Bigger Problems
Agile has been the go to cure-method for larger issues that most of the time organizations are not able to deal with because they don’t have a neutral party to facilitate their corporate patterns, practices, policies and culture.

Can Create a Micro-Managed Environment
Practiced incorrectly, a project manager may not want to give up control and neutralize any real decision making from the team.

Not Everyone Is On Board
Although project teams may be ready for agile development, the rest of the company may not always be easily absorbed within larger more traditional organizations where there are significant amounts of rigidity or flexibility within processes, policies, or teams.

Push for Higher Performance
The push for a higher performance is even more relentless than in traditional, procedural organizations that have rigid processes or operating methods.

Not Well-Suited for Every Project
Agile may not work as intended if a customer is not clear on goals, the project manager or team is inexperienced, or if they do not function well under significant pressure.
Agile/Scrum Job Market
Average Salary
$89,553
Job Count
n/a
Top Job Locations

Agile and SCRUM methodologies are practiced mostly in larger organizations that have cross-platform teams that need to be on the same page. Adoption rates vary in different industries. 

 

Industry                       Agile Adoption Rate

Software (ISV)               23 percent

Financial services          14 percent

Professional services     12 percent

Insurance                        6 percent

Healthcare                      6 percent

Government                    5 percent

Telecoms                         4 percent

Transportation                 4 percent

Manufacturing                 4 percent
Complimentary Skills to have along with Agile/Scrum

Agile Methodologies and Frameworks include:

ASD - DevOps - DAD - DSDM - FDD - IID - Kanban - Lean - SD - LeSS - MDD - MSF - PSP - RAD - RUP - SAFe - Scrum SEMAT TSP UP XP

The Standards and Bodies of Knowledge Include:

BABOK - CMMI - IEEE standards - ISO 9001 - ISO/IEC standards - PMBOK - SWEBOK - ITIL

Interesting Reads Take a class with us and receive a book of your choosing for 50% off MSRP.