Enterprise Architecture Overview

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EA Fundamentals:
Core Concepts, Best Practices, & Winning Approaches
Tim Westbrock & George Paras Managing Directors [email protected] [email protected] June 15, 2010

© EAdirections 2010. All Rights Reserved.

Why We Are Here – As Leaders
• • • • • • • Aligning IT to business strategy Planning for major IT and business transformations Creating an effective "Office of the CIO" Executing global standards and reuse programs Manage complexity to maximize business value Implement ongoing enterprise optimization programs Etc.

© EAdirections 2010. All Rights Reserved.

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Why We Are Here
• Make our businesses and IT organizations better…
– – – – – More cost effective More responsive and faster at solutions delivery More nimble/agile to realign to changing business needs More innovative More reliable, accurate and consistent – no surprises

• This is what many call “value delivery” and “being aligned” • How we can do it – by making better decisions
– By being more informed
• About why, what, how and even when and where we deploy solutions • Everyone!

– By working together instead of at cross-purposes
• By taking the long view and rationalizing the short view against it • By taking the big (enterprise) view and rationalizing the small with it (department, project, application, service, asset, capability, component, etc.)

© EAdirections 2010. All Rights Reserved.

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Question

What do you think of when you hear the term “Enterprise Architecture?”

© EAdirections 2010. All Rights Reserved.

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Enterprise Architecture vs. Architecture
• EA often mistaken for/positioned as: – Systems Architecture – Solutions Architecture – Infrastructure Architecture – SOA – ??? Architecture EA is a separate and distinct discipline that is higher-level, more strategic, and longerterm focused, but still must be integrated with other architecture disciplines

Enterprise Strategy Enterprise Architecture Bus Arch
Project 1



Info Arch
Project 2

App Arch
...

Tech Arch
Project n

© EAdirections 2010. All Rights Reserved.

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How to Get There? - The Problem
• How can an enterprise establish a reasonable idea for all that has to happen in a complex organization to accommodate necessary change in support of business transformation?

Strategy

Business Operations Business Solutions

Business Information

IT Infrastructure

© EAdirections 2010. All Rights Reserved.

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By creating an Enterprise Architecture that …


• • • • •

Expresses the impact of Business Strategy on the operations of your business, the information you need, the applications that support your business, and the infrastructure upon which they are built Establishes a set of principles that drives consistent decision making across disparate groups of decision makers Establishes/Publishes/Evolves a set of standards from which projects and other implementation activities take direction Creates models that provide a broad context for impact analysis, scenario planning, reuse opportunity identification Compares the future state against the current state and develops a Roadmap that shows how to migrate from As-Is to To-Be Creates an environment of collaboration and consensus-building between management, architects, SMEs, analysts, developers and business sponsors

© EAdirections 2010. All Rights Reserved.

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EA – Challenge of Overcoming the Inhibitors
Business Strategy

Inhibitors:
– Complexity – Rate of Change – Misalignment of Operations from Business Strategy – Enterprise vs. Project Perspective – Limited Reuse/Reusability

Current Objectives

Processes

How can we:
– Reduce Complexity – Decrease Delivery Time – Align Business Strategy and Operations – Reconcile Enterprise and Project Perspectives and – Increase Reuse and Reusability?
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Data & Information

Systems & Infrastructure
© EAdirections 2010. All Rights Reserved.

So What Is This Thing Called EA?

Enterprise Architecture is a set of artifacts/methods that help BUSINESS LEADERS make decisions about DIRECTION and communicate the CHANGES that need to occur in their enterprise to achieve their vision.

© EAdirections 2010. All Rights Reserved.

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Driving Business Transformation
Roadmaps & Lifecycles

Business Vision & Strategy

EA Creation

Business Value

Bus.

Info.

Transformation
through Asset Portfolio Improvements, Retirements, Consolidations, Rationalizations, etc. Tech. Sol.

Future State Transformed Enterprise
Bus. Info.

Transformation
Tech. Sol. through New Business Projects

Current State

Time
© EAdirections 2010. All Rights Reserved.

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Driving Business Transformation
Roadmaps & Lifecycles

Business Vision & Strategy

EA Creation

Business Value

Portfolio Transformation
Bus.
through Asset Portfolio Improvements, Retirements, Consolidations, Rationalizations, etc.

Strategic Direction
Info.

Transformation

Tech.

Sol.

Bus.

Info.

Future State Transformed Enterprise

Tech.

Sol.

through New Business Projects

Transformation

Current State

Project Support

Time
© EAdirections 2010. All Rights Reserved.

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Enterprise Architecture Development (HL)
Enterprise Business Strategy

Identify Business Vision Identify Strategic Capabilities Define Enterprise Principles Determine Future State Identify & Analyze Gaps Conduct Impact Analysis



Identify Strategic Capabilities
– – Understand business strategy Decompose into more specific, applicable language
• Identify the capabilities that are required to support enterprise business strategies



Models Help!

• •

Principle-Based Future State Definition
– – Standards/Guidelines/Rules Models – of all types, contexts, scope, audience and depth

Develop Transformation Roadmap

• • •

Comparison to Current State Linkage to Project Portfolio Lifecycle, Evolutionary

Transformation Roadmap

© EAdirections 2010. All Rights Reserved.

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Create Artifacts that Speak Business
• Artifacts must to be at a high enough level of abstraction that executives can fully understand them
– This means one page

• Content is Business-Oriented not Tech-Oriented
– Applications are a Business entity – understood by execs – Infrastructure Complexity is best left out of the pictures

• Business Context Diagrams
– Shows the breadth of the business operations in one page

• HL Relationship Maps – provides further context for the strategic conversation (examples in appendix)
– – – – Function to Organization Function to Application Application to Information etc.

• EA is full of different views – Don‟t be afraid to create multiple versions of an artifact aimed at different audiences
© EAdirections 2010. All Rights Reserved.

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What Senior Execs Don‟t Want to See

© EAdirections 2010. All Rights Reserved.

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Or This

© EAdirections 2010. All Rights Reserved.

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Mapping the Application Systems to the FH
In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.
Company ABC
High Level Functional Hierarchy
1.0 Marketing 2.0 Sales 3.0 Engineering 4.0 Operations 5.0 Finance & Administration

1.1 Public Relations & Communications

1.3 Marketing Ops & Lead Generation

1.2 Advertising & Brand Management

2.1 Prospecting & Lead Management

3.2 Product Development & Design

2.4 Sales Negotiations & Contracts

3.1 Research & Development

5.7 Information Systems (IT)

5.2 Accounts Recievable

3.3 Product Engineering

5.4 Financial Reporting

5.6 Human Resources

5.3 Accounts Payable

4.5 Customer Service

2.3 Sales Proposals

4.2 Manufacturing

5.5 Internal Audit

4.1 Procurement

2.2 Qualification

5.1 Purchasing

4.3 Inventory

4.4 Shipping

4.6 Returns

Customer Relationship Management (CRM) Leads Contacts Accounts Campaigns Financial System General Ledger Cash Management Accounts Payable Accounts Receivable Fixed Assets Supply Chain Management Order Entry Purchasing Inventory Forecasting Manufacturing Bill of Materials Scheduling Cost Management Quality Control Capacity Planning Freight Management & Shipping Freight Management & Shippping Human Resources Personnel Payroll Benefits Time & Attendance Content Managent Content Management etc. etc. etc.

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   

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 

 

 

 



 



 







  

Company ABC's Information Systems

  





    

              





       

 

 



















LEGEND



System function

© EAdirections 2010. All Rights Reserved.

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5.8 Legal

EA becomes the driver of EPfM
Executive Management
Annual, Tactical Goals, Objectives & Targets Business Strategy

Enterprise Architecture
Input

New/Changed Capabilities Required

Models of the Current State Enterprise
Tactical Project Requests Populate

Models of the Future State Enterprise

Existing Operations
New/Changed Capabilities Delivered

Project Portfolio Mgt.

EA Roadmap • Project Requests • Adds/Changes to Applications, Infrastructure, Information, & Business Processes • Timeline/Interdependencies

Represents

Project A
CLIENT (Service Requestor) Standard Service Request Service Provider WORK Standard Service Response

Project B
CLIENT (Service Requestor) Standard Service Request Service Provider WORK Standard Service Response

Project C
CLIENT (Service Requestor) Standard Service Request Service Provider Standard ServiceWORK Response CLIENT (Service Requestor) Standard Service Request Service Provider Standard ServiceWORK Response

Transforms

G O V E R N A N C E

Object

Object

Object

Object Object Object

Build & Integrate

Object Object Object

Build & Integrate

Object Object Object

Build & Integrate

Object Object Object

Object

© EAdirections 2010. All Rights Reserved.

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Enterprise Governance
• Enterprise Governance is a consistent and interdependent system of people, process, and policy throughout the organization intended to ensure the intentions of the enterprise leadership are reflected in all decisions. • Must be delegated authority by senior leadership • Must understand strategy, EA and EPM; participation improves understanding • Defines (approves) standards, policy, guidelines • Must define consequences and apply them

© EAdirections 2010. All Rights Reserved.

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Sample Organization Structure
• • Combination EA/Governance org structure Issue Resolution Groups are chartered as needed by Architecture Council Architecture Council members should be delegated authority by Steering Committee
– Mix of IT and business resources

Executive Steering Committee Architecture Council Issue Resolution Groups



CIO





Decisions get escalated to Steering Committee from Architecture Council Architecture Council ≠ EA Core Team
– EA Core Team is represented on ARB

EA Core Team

EPMO

Domain Team (s)



EPMO takes on responsibility for EA compliance checks within SDLC
© EAdirections 2010. All Rights Reserved.

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EA vs. Subject Area Architect vs. Project Architect
Subject Areas Projects

Tech Arch

Facilitates FEEDBACK

Enterprise Architecture

Enterprise Strategy

Provides
• • • • • Strategic Context Best Practices Research Guidance Leadership

• • • • •

Principles Standards Design Patterns Integration Approach Models

App Arch

Info Arch

FEEDBACK Collaborates
• • • • • Project Design Tech Selection Service Design Integration Design Models

Interpreted By

Collaborates
• • • • • • Principles Standards Patterns Policy Models Services Needed

Bus Arch

Consults / Advises / Reviews FEEDBACK
© EAdirections 2010. All Rights Reserved.

Project 1
20

Project 2

...

Project n

Provides

Governance Best Practices - Approval
• Authority Flows Down
– Must be granted, cannot be assumed – EA Team has none

EA Approval Stages
Perform Analysis
Domain Team (s)

• •

Committees are not debate societies
– Up/Down votes required

Establish committee protocols
– Membership Requirements/Proxy Rules – Notification/Comment/Action Periods – Quorum/Voting/Table/Veto Rules
• Consensus, Majority (Simple, ¾, etc.)

Make Recommendation

EA Core Team

– Meeting Frequency



Areas of Responsibility
– ESC vs. Architecture Council – Escalation Rules

Review & Deny or Approve

Architecture Review Board

• •

Formal Sign-off Ceremony Publish Results
Escalation

Executive Steering Committee

© EAdirections 2010. All Rights Reserved.

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Project Linkage
• EA must be defined from the Big-Picture perspective, but realized at the project level • Over time, the project level achieves more and more of the strategic vision • Project reviews must consider EA impact and guidance • Proper checkpoints identified and criteria applied
– Including the transition of project documentation into the EA repository

• Too many projects for EA to review; EPM must own project review process and apply EA effectively • Adherence to EA must be mandated; compliance expected; deviation must be explained and approved

© EAdirections 2010. All Rights Reserved.

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Governance Best Practices - Compliance
• EA Team Informs/Advises Process
– – – PROACTIVE - Coaches/Consults Project Teams EARLY Examines Projects for Compliance and identifies noncompliance concerns No Authority to Grant Exceptions
• Informs EPMO of concerns/implications

Project Life Cycle Gates
Project Proposal

• •

Projects request Exceptions/Variances from EPMO
– Should have the support of the EA Team

Governance Body (EPMO?) Manages Exception Process
– – – – Integrates Compliance Process with SDLC(s) Presents findings to Architecture Council Council Escalates to ESC Directs Project as to Outcomes

HL Design Review

• •

EA Team uses results of process to improve EA Content Metrics kept by EPMO, analyzed by EA Core Team

Detailed Design Review

Post-Project

© EAdirections 2010. All Rights Reserved.

23

Conclusion: The Demands of Enterprise-ishness
• Our perspective: EA must be driven by the overarching business strategy of the „Enterprise‟
– – – – Reflective of the desired operating model* Take a holistic view Identifying and enabling requirements for business capabilities that are enterprise-wide in scope (often not clearly articulated by the business) Make decisions that are optimal for the enterprise not a specific project or LOB



Consequently, EA efforts must emphasize an „E‟-view
– – – – – The scope of EA is THE ENTERPRISE
• “Solidify the Abstract” and “Simplify the Complex”

Gaining stakeholder support EA team structure and participants Governance Communication



EA must demonstrate clear & unambiguous enterprise-wide linkages; and, as appropriate, explicit decomposition
– – Enterprise Business Strategy to EA & Project Portfolio Management Business Architecture to Information Architecture to Application Architecture to Technology Architecture

* Enterprise Architecture as Strategy: Creating a Foundation for Business Execution by Peter Weill, David C. Robertson and Jeanne W. Ross © EAdirections 2010. All Rights Reserved.

24

OVERVIEW

10 Requirements for Enterprise Adoption
1. Analyzing and presenting an „Enterprise View‟ 2. Linking EA to overall Business Strategy 3. Optimizing for the Enterprise not the Project

4. Addressing Culture, Politics & Leadership
5. EA Team Structure & Participants („E‟-level) 6. Approval of EA strategies and artifacts 7. Communicating „E‟ deliverables to leadership

8. „E‟ requirements of a federated business model
9. Sequencing and prioritizing EA tasks 10. Proactive & holistic planning

© EAdirections 2010. All Rights Reserved.

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© EAdirections 2010. All Rights Reserved.

26

About EAdirections
We Work WITH You To:
• • • • • • • • Improve the value of IT to your enterprise Improve Enterprise Architecture (EA) programs Refine/Tune Governance Mechanisms Create a Portfolio-Based Culture Integrate Management Disciplines Unify Business/IT Perspectives Operate a World-Class Office of the CIO Balance the Strategic with the Tactical

Tim Westbrock

How We Do It:
• • • • • • • Continuous Mentoring of IT Leaders • CIO, EA Team, PMO, Office of the CIO, etc. Assess Org Structures, People, Teams Build Internal Support and Sponsorship Analyze and Drive Activity Plans Review and Improve Processes & Deliverables Contribute Relevant Examples & Research Provide Pragmatic, Objective, Unbiased and Prescriptive Feedback on Everything You Do

George S. Paras

Subscribe to our Newsletter: http://eepurl.com/bQ4_

www.EAdirections.com
27

© EAdirections 2010. All Rights Reserved.

Our Approach – Build Effective EA Organizations
Ongoing Mentoring
– – – – – – – – Make our clients more effective IT Strategy, Business/IT Alignment, Business Transformation, Project Management, Application Portfolio, Enterprise Architecture, IT Governance, Cost Optimization, etc. Individuals or Teams Retainer based Provide honest feedback and prescriptive advice Critique documents to improve effectiveness especially for C-level Guide development of new artifacts Ongoing review of emerging issues

Assessing Activities & Review Deliverables

Building the Extended Team
– – – Refine mission, strategy, roles and responsibilities Establish communications strategy to enroll support Build a culture of collaboration and effectiveness focused on „enterprise outcomes‟

Mapping the Application Systems to the FH
In the diagram below, the Application Systems are mapped to the FH. This can be very effective in understanding which applications support which functions as well as possible overlap. The Application Systems use the same color coding in this map as in the previous slide.
Company ABC
High Level Functional Hierarchy
1.0 Marketing
1.1 Public Relations & Communications 1.3 Marketing Ops & Lead Generation 1.2 Advertising & Brand Management 2.1 Prospecting & Lead Management

Providing „Jump Start‟ Materials & Other Research
– – – – Provide „quick & dirty‟ enterprise-wide templates for demonstrating Business/IT Alignment , Enterprise Architecture, etc. Templates for demonstrating Business/IT alignment Tools for „Business Fit‟ vs. Technical Fit‟, etc. Perform on-going research
28

2.0 Sales
2.4 Sales Negotiations & Contracts

3.0 Engineering
3.2 Product Development & Design

4.0 Operations

5.0 Finance & Administration

3.1 Research & Development

5.7 Information Systems (IT)

5.2 Accounts Recievable

3.3 Product Engineering

5.4 Financial Reporting

5.6 Human Resources

5.3 Accounts Payable

4.5 Customer Service

2.3 Sales Proposals

4.2 Manufacturing

5.5 Internal Audit

4.1 Procurement

2.2 Qualification

5.1 Purchasing

4.3 Inventory

4.4 Shipping

4.6 Returns

Customer Relationship Management (CRM) Leads Contacts Accounts Campaigns Financial System General Ledger Cash Management Accounts Payable Accounts Receivable Fixed Assets Supply Chain Management Order Entry Purchasing Inventory Forecasting Manufacturing Bill of Materials Scheduling Cost Management Quality Control Capacity Planning Freight Management & Shipping Freight Management & Shippping Human Resources Personnel Payroll Benefits Time & Attendance Content Managent Content Management etc. etc. etc.

   

   

 

 



 

 

 

 



 



 







  

Company ABC's Information Systems

  





    

              





       

 

 



















LEGEND



System function

© EAdirections 2008. All Rights Reserved.

13

© EAdirections 2010. All Rights Reserved.

5.8 Legal

APPENDIX

Additional Slides

© EAdirections 2010. All Rights Reserved.

29

Defining Enterprise Principles
• Principles are primarily from 2 sources:
– Best Practices analysis
• What best practices should be adopted

– Current state SWOT analysis
• • • • How do we overcome weaknesses? How do we continue our strengths? How do we leverage opportunities? How do we overcome threats?

• Global Principles
– EA level

• Subject Area Principles
– EBA, EIA, ETA, ESA

• Domain Level Principles
– Network, Application Development, Data Modeling

© EAdirections 2010. All Rights Reserved.

30

What Does a Principle Look Like?
• Principles vs. best practices: What‟s the difference? • A principle is:
– – – – Title Short description Rationale/justification Implications “Title: CA Principle”
• Description: A bit more

detail

• Evaluating principles
– Treat as a set, not just as individual principles – Resolving conflicts

• Rationale: Why is this

important, and why does it support the requirements? this mean to the organization? What happens if you do, or do NOT, do this?

• Implications: What does

© EAdirections 2010. All Rights Reserved.

31

Example Principles
• • • • • EA must be primarily driven to increase business value, while enabling the enterprise to change more and more quickly and reducing complexity wherever possible. EA Governance is part of the Overall Enterprise Governance approach. Information Is Managed and Leveraged as an Enterprise Asset Evolve holistic enterprise architecture that models the business operating model, information environment, solutions portfolio and technology infrastructure. Enterprise architecture development must be an insourced effort, supplemented if needed, by outside expertise and resources to develop and support the competency of internal resources dedicated to EA. Information will be location transparent. All modules and processes will be designed as loosely coupled and highly granular using a component based development process. Design applications for platform independence.

• • •

© EAdirections 2010. All Rights Reserved.

32

Full Principle Example

• •

“All solutions must conform to common, enterprise interoperability standards”
– Everyone responsible for developing new IT solutions is required to use standard facilities to ensure interoperability with other legacy and any newly designed solutions To support the “single view of the customer” direction, to freely exchange information, and to permit the agility necessary to redesign business processes, all solutions must be implemented on a single, standard interoperability framework Compromises will be needed from line-of-business development units to adopt enterprise solutions rather than custom solutions In some instances, the cost of adopting a standard solution may be greater than adopting a specialized solution Standard data definitions must be established Standard message formats and semantics must be agreed to and implemented

Rationale




Implications
– – – –

© EAdirections 2010. All Rights Reserved.

33

Modeling
• Models have a variety of characteristics determined by:
– Audience – Purpose (communication vs. analysis) – Level of detail (enterprise different from project level of detail)

• Don‟t model for the sake of modeling
– Are you modeling something that is likely to change? Why capture great levels of detail? – Are you modeling potential future state? What level of detail is appropriate given the unknowns?

• Increased maturity demands simplification of more complex relationships (depth and breadth)

© EAdirections 2010. All Rights Reserved.

34

EA Future State Development Context
Enterprise Intelligence Enterprise Business Strategy
Enterprise Solutions Architecture

Enterprise Technology Architecture
Enterprise Information Architecture Enterprise Business Architecture

Value Network Analysis
Information Value Chain Analysis Context Diagrams

EA Focus

“The Enterprise Solutions Architecture Big Picture”
Enterprise Technology Architecture Enterprise Information Architecture Enterprise Business Architecture

Required Capabilities (CRV) Enterprise Principles (CA)

EA Focus

Scenario Level Architecture Enterprise Solutions
Enterprise Technology Architecture Enterprise Information Architecture

Business Scenario Models

Business Event Analysis Function/ Process Decomposition IT Standards

Swimlane Diagrams EA/Project

Enterprise Business Architecture

Focus

CapabilitiesSolutions Architecture Level Enterprise
Enterprise Technology Architecture Enterprise Information Architecture

Integration Models Service Project Function Focus Models

Enterprise Business Architecture

Service Catalog Use Cases

Services Level

Solutions Portfolio

© EAdirections 2010. All Rights Reserved.

35

Modeling Summary
• While the science (standard notation, terminology, usecases, etc.) is growing, there is more art the higher the level you are modeling at
– Standards like UML, BPMN, BPEL are continuing to gain momentum, but they are closer to the developer

• Finding ways to get other parts of the organization to contribute both current and future state models to the EA Repository is critical
– EA must take responsibility for stewarding modeling tools, approaches, standards, naming conventions, metadata from top to bottom

• Use the HL Strategic Context Models to direct/prioritize the areas in which to invest more detailed modeling effort

© EAdirections 2010. All Rights Reserved.

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