Key Findings:

• Today’s professional services firms are struggling to find their long-term value proposition in environments that are in constant change. There is a significant opportunity for PSOs in the short-term for helping companies implement and adopt SOAs, and in the long-term for providing critical business process expertise.
• As Service-oriented process tools mature, system integration will no longer be a separate activity, but will be subsumed into the process orchestration and choreography activities within the Service-oriented process tools.
• The business process design, optimization, and execution consulting market will come to displace the system integration market.
• System integrators will find the low-level integration work diminishing as their customers adopt SOAs, and therefore will need to transition their skills to the Service-oriented process arena to avoid having their market erode substantially.
• There is a significant opportunity for consulting firms in the next five years for helping companies implement and adopt SOAs, and in the long-term for providing critical business process expertise.
• Total SOA architectural and process consulting revenues will surpass those from system integration by 2006.
• System integration revenue by professional services organizations will decrease by over 70% by 2010, while Service-Oriented Business Process consulting will increase 20-fold in the same time period.

Table of Contents:

• I. Report Scope
• I. The Context for SOA Consulting
  • 1.1. The Difference between Web Service and SOA engagements
  • 1.2. SOA Practice Contexts
  • 1.3. Meeting Customer Needs
  • 1.4. Raising the Perception of Architecture
• II. Conducting an SOA Engagement
  • 2.1. Selling an SOA Engagement
  • 2.2. Getting a Foot in the Door
  • 2.3. Aspects of SOA Engagements
  • 2.4. Technology Selection Considerations
• III. Current State of the Market
  • 3.1. Market Segmentation
  • 3.2. Adoption Picture
  • 3.3. Examples of SOA Engagements
• IV. Market Trends. Opportunities and Risks
  • 4.1. Compensation for the Standards Gap
  • 4.2. Long-term Shifts in Demand
  • 4.3. SOAs as the Key to the Real Time/On Demand Enterprise
• V. Conclusions
  • 5.1. Key Notes
  • 5.2. Decision Points
  • 5.3. Figures
  • 5.4. Tables
• VI. Profiled Professional Services Organizations
  • 6.1. Small Architectural Consulting Firms
  • 6.2. Small IT Consulting Firms
  • 6.3. Midsize IT Consulting Firms
  • 6.4. Large IT Consulting Firms
  • 6.5. Small/Midsize Full-Service PSOs
  • 6.6. Large Full-Service PSOs
  • 6.7. Software Vendors

Purchase: $595