Mike Kavis commented my posting on how NOT to justify SOA and ESB:
SOA can not be justified by a single project (unless the project is a huge reengineering effort). Implementing SOA should be a strategic, not a tactical decision. Nobody would recommend establishing an enterprise architecture to solve one project's requirements. The same should be true for SOA. SOA pays off in the long haul. That's why you have to go to the business with a portfolio of projects and a SOA roadmap. This is also why I keep screaming that you need to have BPM as part of your SOA stack. The business understands business processes, they don't understand ESBs.
I agree with him. Though, our problem is that the individual project leaders got ALL the power, even over the enterprise architects. And worse, they are supported in that by the steering committees (involving management). The enterprise architects are neither supported by a strong governance nor by an own chair in the management team. Do you feel the pain?
There is a lack of focus on long term pay offs, even - or especially - in the business. "Long term" doesn't exist anymore in our world. I possibly could get the hands together for "rapid change", but only if I can spell out these changes as I illustrated in my posting mentioned above.
To cope with this situation I recommend an innovation budget - or should I say a survival budget - assigned to an innovation project, where a dedicated and highly authorized project leader has the responsibility to implement an enterprise architecture, including SOA, and the organization of its life cycle.
Any other suggestions?