This report analyzes the market for SO]]> 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. Adopting an SOA
  • 3.1. Justifying an SOA Engagement
  • 3.2. SOA Enterprise Adoption Roadmap
  • 3.3. Managing an SOA Engagement
• 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

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This report analyzes the market for SOA within professional services organizations from three perspectives: from the point of view of the consulting firm, who must understand how its business must change; from the perspective of the enterprise user, who must select and manage a consultant; and from the point of view of software vendors who wish to work with consultants to help them meet the needs of their customers.]]> 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
  • 1.1. Methodology
• II. The Context for SOA Consulting
  • 2.1. The Difference between Web Service and SOA engagements
  • 2.2. SOA Practice Contexts
  • 2.3. Meeting Customer Needs
  • 2.4. Raising the Perception of Architecture
• III. Conducting an SOA Engagement
  • 3.1. Selling an SOA Engagement
  • 3.2. Getting a Foot in the Door
  • 3.3. Aspects of SOA Engagements
  • 3.4. Technology Selection Considerations
• IV. Adopting an SOA
  • 4.1. Justifying an SOA Engagement
  • 4.2. SOA Enterprise Adoption Roadmap
  • 4.3. Managing an SOA Engagement
• V. Partnering with a Professional Services Organization
  • 5.1. Partnership Value Proposition
  • 5.2. Partnership Landscape
• VI. Current State of the Market
  • 6.1. Market Segmentation
  • 6.2. Adoption Picture
  • 6.3. Examples of SOA Engagements
• VII. Market Trends. Opportunities and Risks
  • 7.1. Compensation for the Standards Gap
  • 7.2. Long-term Shifts in Demand
  • 7.3. SOAs as the Key to the Real Time/On Demand Enterprise
• VIII. Conclusions
  • 8.1. Key Notes
  • 8.2. Decision Points
  • 8.3. Figures
  • 8.4. Tables
• IX. Profiled Professional Services Organizations
  • 9.1. Small Architectural Consulting Firms
  • 9.2. Small IT Consulting Firms
  • 9.3. Midsize IT Consulting Firms
  • 9.4. Large IT Consulting Firms
  • 9.5. Small/Midsize Full-Service PSOs
  • 9.6. Large Full-Service PSOs
  • 9.7. Software Vendors

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This report analyzes the market for SO]]> 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

Download File

This report analyzes the market for SO]]> 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. Partnering with a Professional Services Organization
  • 2.1. Partnership Value Proposition
  • 2.2. Partnership Landscape
• 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

Download File

This report analyzes the market for SOA within professional services organizations from three perspectives: from the point of view of the consulting firm, who must understand how its business must change; from the perspective of the enterprise user, who must select and manage a consultant; and from the point of view of software vendors who wish to work with consultants to help them meet the needs of their customers.]]> Service-Oriented Architectures (SOAs) represent an evolutionary approach to distributed computing that promises a flexible IT environment that leads to business agility. As companies look to leverage the business advantages of Web Services to address strategic business needs, they are increasingly looking to build SOAs. However, SOAs require special skills and expertise. When companies do not have such skills in-house, they turn to consultants, system integrators, and other professional services organizations.

The movement to SOAs present both opportunities and threats to consulting firms: on the one hand, there will be an increased demand for architectural consulting, business process consulting and the implementation tasks associated with building SOAs. On the other hand, as SOAs take hold and Service-oriented process solutions supplant integration solutions, the market for system integration will dry up, requiring system integrators to change their business focus.

This report analyzes the market for SOA within professional services organizations from three perspectives: from the point of view of the consulting firm, who must understand how its business must change; from the perspective of the enterprise user, who must select and manage a consultant; and from the point of view of software vendors who wish to work with consultants to help them meet the needs of their customers. Download File