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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
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>
>
------------------------------------------------------------------------
>
> -----
> Ken Laskey
> MITRE Corporation, M/S H305 phone: 703-983-7934
> 7151 Colshire Drive fax:
> 703-983-1379
> McLean VA 22102-7508
>
>
>
>
>
____________________________________________________________________________________
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