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Subject: Fwd: Re: [soa-rm-ra] random and nonrandom thoughts on governance
Forwarding Ken's response, I did not hit reply all when sending my last message. --- Ken Laskey <klaskey@mitre.org> wrote: > From: Ken Laskey <klaskey@mitre.org> > Subject: Re: [soa-rm-ra] random and nonrandom > thoughts on governance > Date: Fri, 7 Sep 2007 00:14:49 -0400 > To: Danny Thornton <danny_thornton2@yahoo.com> > > > On Sep 6, 2007, at 11:37 PM, Danny Thornton wrote: > > > > [snip] > > With regards to Ken's diagram: > > > > I see the heart of a regulation as a rule. Ken, > maybe > > you can elaborate about the difference between a > rule > > and a regulation. > I see a rule as being the substance of what you want > done and the > regulation being the minutiae that needs to be > specified. It is > analogous to the way I wrote about policies, > contracts, and SLAs, > saying the policies are the substance of what a side > wants, the > contract is the substance of what is agreed upon and > the specific > target values that are captured in the SLAs. > > > How measurability and compliance > > fit does not jump out at me from looking at the > > diagram. > > > Well, that makes (at least) two of us. > > When I was drawing the governance diagram, I > > flip-flopped on statements I made in the meeting > about > > using organization. When thinking about the > diagram, > > participant combined with social structure carried > > more meaning for me than organization. > > > I left out social structure because while that may > be the context in > which goal are created and governance expectations > are codified, I > see these as beyond the detail needed for a model of > SOA governance. > For SOA, there are goals from participants (and > organizations of > which they are members) and there are bodies for > governance and > management but I care what these are, not where they > came from. > > In Ken's summary, he caught all of the issues I > was > > pondering while drawing the diagram. > > > Let's continue to ponder. When we have worked this > from as many > angles as possible, I'd like to take the Governance > piece and get > comments from projects around here that have not > thought nearly > enough about the subject. Given the RM definition > of service and all > the discussion on which it was built, I was able to > answer a steady > stream of questions and really test what we > developed. I'd like to > do the same with governance. > > Danny > > Ken > > > > --- Ken Laskey <klaskey@mitre.org> wrote: > > > >> I'm looking at the diagram I uploaded at the > >> beginning of yesterday's > >> meeting and at the diagram Danny uploaded after > the > >> meeting and I'm > >> trying to merge all this with what was said > during > >> the meeting. > >> Let's see where this collection of thoughts takes > me > >> (and you hearty > >> enough to read on). > >> > >> I started with the diagrams but then got stuck on > >> Bob's thoughts on > >> governance where there is one "type" that has > >> overriding authority > >> and another "type" where somewhat independent > groups > >> work together . > >> We've often talk about this as within enterprises > >> and across > >> enterprises but for this discussion I'd like to > call > >> them > >> Authoritative and Cooperative. How do these fit > >> with the diagrams? > >> Well, they could be subclasses of Governance but > I > >> think they may > >> more appropriately be at (or near) the ends of a > >> (maybe continuous, > >> maybe stepwise) spectrum. We'll see where that > goes > >> later. > >> > >> To back up a second, note that my diagram has > >> Participants agreeing > >> to Governance and Danny has Governance having > >> jurisdiction over > >> Participants. After a chuckle or two, I think > these > >> can work > >> together because part of what the participant > agrees > >> to is being > >> under a jurisdiction. Participants can remove > >> themselves from a > >> jurisdiction by moving in some physical sense > (e.g. > >> where you live or > >> where you work) or by selectively ignoring the > >> Governance (e.g. > >> outright defiance or the time honored approach of > >> slow-rolling). > >> This doesn't cover being born in an authoritarian > >> (note difference > >> with authoritative) regime and having no escape, > but > >> for SOA I think > >> we can consider that an edge case. > >> > >> So I start with Participants who may be members > of > >> Organizations. I > >> could just note that an Organization can be a > >> Participant and do away > >> with this but I wanted to show (although didn't > >> include the > >> cardinality) that a Participant can be a member > of > >> more than one > >> Organization and both the Participant and the > >> Organization can (and > >> do) come under multiple sets of Governance > Processes > >> (yes, it should > >> probably be plural in my diagram). > >> > >> While we're at subclasses of Participant, Danny > has > >> Decision Makers > >> as a subclass and these entities do all the > >> governance work. I don't > >> think this is accurate because it isn't always > >> "decision makers" that > >> express Goals. Participants can act as > individuals > >> or > >> representatives of organizations. If > representing > >> an organization, > >> they probably act with some level of cognizance > by > >> Decision Makers > >> but the specifics (at least at some level of > detail) > >> may not > >> (probably not?) have Decision Makers review. I > >> would say the whole > >> Participant/Decision Maker combination is > >> demonstrated by Working > >> Group/TC participants. On the other hand, I see > a > >> correspondence > >> between Danny's Decision Makers and my > >> Representative Body, so let's > >> not downplay it too quickly. (Note, I am no more > >> ond of Decision > >> Makers than I was of Representative Body. Any > other > >> suggestions?) > >> > >> So let's get back to Authoritative and > Cooperative > >> Governance. With > >> Authoritative governance, there is a recognized > >> entity who should be > >> running things. This says nothing about whether > the > >> recognized > >> entity is officially blessed or whether it is > >> particularly > >> effective. The recognized entity is almost > >> certainly a Participant > >> and a Decision Maker. > >> > >> With Cooperative governance, the independent > >> entities agree to a > >> Governance Framework under which there will be > >> Governance Processes, > >> and the collection of independent entities form > the > >> Decision Makers. > >> Actually, the collection becomes the recognized > >> entity of the > >> Authoritative governance. > >> > >> Is it appropriate to say that any Governance > >> requires cooperation and > >> the question of authoritative is really > >> authoritative to whom and can > >> you make decisions (reflected through Rules and > >> Policies) stick? If > >> this is true, a single governance diagram covers > >> both cases without > >> either being explicitly represented in the > diagram. > >> > >> Some other notes on Danny's diagram: > >> - My intent for Governance Framework is it would > >> form the structure > >> for the Governance Processes rather than > "support" > >> it. > >> - Management needs to have more than knowledge of > >> policy; it has to > >> provide direction for Management. > >> > >> With respect to Bob's question of where functions > >> fit in, there are > >> processes for performing functions and rules and > >> regulations that > >> provide details. The operational how falls to > >> management. That > >> said, I don't think functions get added to the > >> diagrams but can be > >> included in the accompanying text. > >> > >> Something captured in my diagram I don't think > >> appears in others is > >> the idea that participants create local > management > >> to create local > >> rules and regulations in addition to those that > may > >> be created more > >> globally. Thus, Management Body is instantiated > at > >> multiple levels. > >> > >> While writing this, I have been modifying my > diagram > >> to capture these > >> and other thoughts. The result so far is no > >> additional classes but > >> many additional relationships. I think it is an > >> improvement but YMMV. > >> > >> One final thing: processes for assessing and > >> enforcing compliance > >> have to be part of the Governance Processes and > the > >> particulars are > >> defined by Rules and Regulations. This includes > >> adjudication, from > >> voluntary negotiation to no-nonsense enforcement. > >> Compliance is with > >> Rules and Regulation, not Policy; here, I define > >> Policy as statements > >> of what you want to occur whereas Rules and > >> Regulations supply the > >> metrics on which compliance is evaluated. Now > the > >> last couple > >> sentences may form the basis of a couple more > lines > >> on the attached > >> diagram, but frankly at the moment I'm not up to > >> adding them. > >> > >> Diagram is attached for those who can see it > >> directly. For others, > >> I'll upload to OASIS. > >> > >> Ken > >> > >>  > >> > >> > > > ---------------------------------------------------------------------- > > > -- > >> > >> ------------------ > >> Ken Laskey > >> MITRE Corporation, M/S H305 phone: > 703-983-7934 > >> 7515 Colshire Drive fax: > >> 703-983-1379 > >> McLean VA 22102-7508 > >> > >> > > > > > > > > > > > ______________________________________________________________________ > > > ______________ > > Park yourself in front of a world of choices in > alternative > > vehicles. Visit the Yahoo! Auto Green Center. > > http://autos.yahoo.com/green_center/ > > ------------------------------------------------------------------------ > > ----- > Ken Laskey > MITRE Corporation, M/S H305 phone: 703-983-7934 > 7151 Colshire Drive fax: > 703-983-1379 > McLean VA 22102-7508 > > > > > ____________________________________________________________________________________ Luggage? GPS? Comic books? Check out fitting gifts for grads at Yahoo! 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