- What led to CORBA's poor adoption rate?
- Which companies have grasped the essence of SOA and are leveraging it best and how?
- How do you balance fine and coarse granularity of services in an overall design strategy?
- What principles of granularity have you developed for your software engineers?
- What's the value of UDDI in a smaller organization with no intent to publish?
- How does an entire industry manage UDDI without the content imploding over time?
I was a chronic agonist to my friends and colleagues at Intermountain Health in the late 1990s about this topic. Arguably, the failure of our relationship with 3M and the Care Innovation Suite can be traced to a poorly designed services layer. In 1998 or 1999, we finally held a retreat at the local Marriott and documented the list of core software services, and their behaviors, which would define a future path for our development efforts. I'm not sure what happened to that list-- I would love to have a copy-- but the 3M relationship was eventually replaced by GE, and the development of the 3M services fizzled. I hope the current development agreement between GE and Intermountain has somehow resurrected those core services, at least conceptually. Developing the list of services does not represent a "rocket science" endeavor. It's a day-long affair with a handful of bright people who understand software engineering and healthcare processes. Iterative improvements on the list will go on forever, but getting started is not that complicated.
Anyway, the bottom line is: We are transitioning from a "buy and maintain" to a "buy and develop" culture at Northwestern and we plan on making tangible progress with our SOA in 2008, but we likely won’t be looking to any of the early headline leaders in health care for positive role models unless I see a greater appreciation for the history that got us here.