* Goal: Wanted to recast its business, moving from provider of a monolithic credit card services application to service provider offering individual features that would easily integrate with other systems—including those of their competitors.
* Risk: Selling pieces as services—particularly those seen as having competitive advantage—could have reduced ProCard’s chances for selling its entire suite.
* Mitigation strategy: Using a service-oriented architecture (SOA) instead of a one-off connection to Visa allowed ProCard to shop the services to other potential customers more easily, possibly opening up new markets for the company.
* Goal: Wanted to reduce the complexity and rigidity of its IT infrastructure to decrease costs and improve call center efficiency.
* Risk: Needed to demonstrate value of SOA quickly to assure support from the business side.
* Mitigation strategy: Found a pair of well-defined opportunities that were both high-value and quick-ROI, and would provide plainly visible metrics for success.
* Goal: Wanted to increase IT flexibility and scalability while eliminating silos in order to meet the needs of its rapidly growing business.
* Risk: Desire by SOA purists to service-enable everything could have slowed development and prevented the business side from getting what it needed quickly enough.
* Mitigation strategy: Architecture committees and development groups worked together to strike a balance between the flexibility of services and the needs of business.