The organizational relationship scenario refers to the relationship between the team building the service and the team building the consumers of the service. This relationship is defined as the knowledge these teams have with each...
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The organizational relationship scenario refers to the relationship between the team building the service and the team building the consumers of the service. This relationship is defined as the knowledge these teams have with each other, the level of influence these teams have with each other, and the effectiveness of the communication mechanisms used between them. These aspects are directly related to each other: The more knowledge the service team has of its consumers, the more able they are to increase the effectiveness of the communication with the consumer team. If the service team is communicating effectively with the consumer team, they are more likely to influence their decision making. When the service team can influence the consumer team, they are given more flexibility which, in turn reduces the complexity of the evolution. are a number of ways the service team can know more about the consumers of the service. The following relationship scenario descriptions are ordered from the best case to the worse case and how this relates to having knowledge of their service consumers: Single team. When the same set of people building the service is also building the consumers, the advantages are obvious; communication, planning, and decision making are dramatically improved. Teams in this scenario rarely experience the versioning challenges this guidance is attempting to address. Different team. It is common within an organization for one team to consume services developed by a different team, division, or business unit. Frequently, organizational policy can dictate who can consume certain services because service level agreements (SLA) and budget allocation transfers may be involved. In these cases, services gain knowledge of the consumers through a business justification agreement or similar means. Partners. Services consumed across organizational boundaries are almost always available only to consumers that the service knows about. Frequently, this is because of the security and contractual constraints of the business relationship. However, this scenario differs from the previous one in terms of communication and influence characteristics because it spans organizations. Subscription. The majority of the publicly available services today fall into this scenario. The nature of the subscription may vary, but the characteristics are consistent. At a minimum, the service team should be able to associate an e-mail address to the consumer. For information about ways to help communication in this, and other scenarios, see A Versioning Strategy. Free public. These services represent the most challenging services to evolve because of the lack of any substantial relationship between the service and consumer. The only way to mitigate these challenges is through broad and public communication because anyone may be a consumer. scenarios do not always match only one of the preceding scenarios because they may share characteristics from several different scenarios. However, the list does represent the spectrum of scenarios. the service has knowledge of the consumers, gaining flexibility comes only through communicating the right information to the consumers. Versioning is about change. Therefore, the service's change control policy is the most important thing to communicate to parties who might be affected by any changes—the consumers. At a minimum, the policy should answer the following questions: Are changes scheduled and, if so, what is the schedule? What are the notification mechanisms to learn about changes? Where will the test server be located and how long is the testing window? Where is the change log and what level of granularity is provided (such as service description, bug fixes, or all details)? If the old service is being deprecated, what is the timeframe?
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