challenges and recommendations for transformational ... of enterprise architecture … ·...

Challenges and Challenges and Recommendations for Recommendations for

Challenges and Challenges and Recommendations for Recommendations for

Transformational Transformational Enterprise ArchitectureEnterprise Architecture

Transformational Transformational Enterprise ArchitectureEnterprise Architecturepppp

Steve Else, Ph.D.CEO and Chief Enterprise Architect EA Principals

6268 Lincolnia RdAlexandria, VA 22312

© 2013 EA Principals – Slide 1

CEO and Chief Enterprise Architect, EA Principals17 Feb 2014 (703) 333-6098

[email protected]

AgendaAgendaAgendaAgenda

Major Challenges to Enterprise Architecture

Th C bilit M d lThe Capability Model

EA Frameworks & Maturityy

EA: A Structured Approach and Quantifying Success


Major Challenges to Enterprise ArchitectureMajor Challenges to Enterprise Architecture


EA ChallengesEA ChallengesEA ChallengesEA Challenges

Major Challenges working with Large, C l O i tiComplex OrganizationsCredibility of EAA lot of confusion about what an

Enterprise is, what Architecture is, what p , ,EA is. Need to better explain. People need a better foundation.


EA Challenges 2EA Challenges 2EA Challenges 2EA Challenges 2

Lack of overall maturity in the discipline, h i th ti l ti f A hit tsuch as in the articulation of Architecture

Patterns for common challengesLack of Architecture Patterns for

Customizing EA Frameworks for Different Kinds of Organizations -- such as tailored Governance, Resource, Maturity, Content, and Stakeholder Management Patterns (e.g., for insurance and telecom)



Architecture Patterns are needed for i i A hit t F k dmixing Architecture Frameworks, and a

Framework with ITIL, Solutions A hit t d t PMOArchitecture, and a strong PMONeed for a Business Case Pattern for

different kinds of organizations that could help explain what approach to take based on maturity and complexity, size, urgency and readiness for change.



The need to get business and technology collaboration is great but the organizational cultures are not gnecessarily set up to facilitate thisConfusion about roles CxO prioritiesConfusion about roles, CxO priorities,

line of business requirements and i ti d li i EA h thincentives, and aligning EA, whether as pull or push.



CTOs often have to play the role envisioned for a Chief Enterprise Architect, while the Business Architects are in the Lines of Business and the Data experts are inBusiness and the Data experts are in the DBA business.EA d t b b id tEA needs to become a bridge to

quantifiably improved business


capability management.


No perfect framework, organization, or people existspeople existsNeed a pattern for rapid maturity of EA

b d d i i l tgovernance based on sound principles, to include:T d b iTop down buy inOutstanding communication and stakeholder

engagementengagementBeing able to interweave the different domains,

layers, workflows, expectations, legalities, / j ffi i l d


program/project management, etc., efficiently and effectively.

Selected EA Factors Selected EA Factors Selected EA Factors Selected EA Factors

Business Context/NeedsStrategic Plans

Business Technology

Vision,Requirements, Context/NeedsRequirements,and Practices

Aligned ActionsCascading Impacts EAEcosystem

Capital Planning andEA Governance Capital Planning andInvestment Control

• Project Selection• Project Control• Project Evaluation• Return on

EA Governance• EA Development• EA Principles• EA Use• EA Maintenance• EA Compliance

Systems Life Cycle• Systems Migration• Technology Insertion• Dual Operations• Deployment Plans


Return on Investment

p

Executive concerns that imply a need Executive concerns that imply a need for EAfor EA

Executive concerns that imply a need Executive concerns that imply a need for EAfor EA


EA ImpactsEA ImpactsEA ImpactsEA Impacts

The Holistic ApproachThe Holistic Approach

Provides a complete picture of the

Complementary Features

Aligns The Collage of Attributes

of the Enterprise

Aligns technology and resources to business processes and

Streamlines the Enterprise by reducing

Enabling Decision Making

Enables the E t i t

Improvementspstrategy redundancy in

business processes, data, technology and projects

Enterprise to make informed decisions and investments by being able to see

Improves business agility through modularization projects being able to see

the big picture and standardization


Business Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise Architecture

More consistent Can help an organization

better achieve its business strategy

Potential for faster time to market for new innovations and

capabilities

More consistent business

processes and information

across business

Increase in reliability and security and reduce riskstrategy capabilities units

Source: “Why Enterprise Architecture Matters?”, The Open Group White Paper, W076


Organizational Impacts of EAOrganizational Impacts of EAOrganizational Impacts of EAOrganizational Impacts of EA

• to better accomplish the missionOperational/tactical

• execute purpose and vision in policy, practiceStrategic

• measure, analyze, improve outcomesPerformance

• analyze, understand, manage complex internal and external issues

Make sense of complexity

• better marshal data/ information/knowledge • better marshal data/ information/knowledge to improve speed & accuracyImprove decision making

• reduce cost, increase revenue, better plan, Business case/ROI


acquire, and manage resourcesBusiness case/ROI

Architecture BreakdownArchitecture BreakdownArchitecture BreakdownArchitecture Breakdown

Business Architecture relates to the architectural organization of business, and the documents and diagrams that describe that

architectural organization. It bridges between the enterprise

Solution Architecture aims to address specific problems and requirements, usually through

the design of specific business model of an enterprise or a business unit on one side

and the business operations that implement the business

architecture on another side.

the design of specific information systems or

applications.

Enterprise IT/IS Architecture Enterprise IT/IS Architecture (EITA) is the overall

architecture for an enterprise’s information technology


EA ComponentsEA ComponentsEA ComponentsEA Components

Technology Architecture

Application

Architecture

Supported by

Information

Application Architecture

Prescribes

Business Architecture

Information Architecture

Drives


Steps to Achieve EASteps to Achieve EASteps to Achieve EASteps to Achieve EA

Maintain the Enterprise

Architecture

Obtain Executive Buy-In and Support

Establish Management

Use the Enterprise Architecture

Management Structure and

Control

Define an D fArchitecture Process

and Approach

Develop Baseline Enterprise

Architecture

Develop the Sequencing Plan


Develop Target Enterprise

Architecture

The EA LifecycleThe EA LifecycleThe EA LifecycleThe EA Lifecycle

Training Requirements Design Implementation Verification Release Response

Conduct Establish Establish Implement Verify Prepare Response Conduct EA

Training

Establish Requirements

Stakeholder Analysis

Establish Design Requirements

Design Modeling

Implement EA Architecture

Implement EA Framework

yProgress

Verify Architecture Principles

Stress

pRelease Plan

Review Final Release

Prepare Archives

Response Mechanism

and Execute Response

Plan

Testing


Business Capability AnalysisBusiness Capability Analysis


Role of a Capability ModelRole of a Capability ModelRole of a Capability ModelRole of a Capability Model

Capability models provide the high-level foundation for alignment between them. Business Architecture, an overarching blueprint of the business, enables the mapping of capabilities to the strategies, goals, bj i i i i i i f i li i d objectives, initiatives, information assets, processes, applications, and

services that implement them.


EA Capability setupEA Capability setupEA Capability setupEA Capability setup


Principles That Define CapabilityPrinciples That Define CapabilityPrinciples That Define CapabilityPrinciples That Define Capability


Business Capability ArchitectureBusiness Capability ArchitectureBusiness Capability ArchitectureBusiness Capability Architecture

Delivers transparency and p yclarity to enable issue analysis

and resolution

Business

Enables business professionals to perform root cause analysis,

establish priorities and articulate requirements to a wide variety of stakeholders

Enables investment focus on essential business capabilities, information requirements and

value streams Business Capability Model:

Value Added

Provides a holistic view of the business -- one that extends

into outsourcing customer and

Makes it possible for the business to take ownership of

and drive transformation t t i f b i


into outsourcing, customer and other related stakeholder

domains

strategies from a business perspective

Benefits of Capability AnalysisBenefits of Capability AnalysisBenefits of Capability AnalysisBenefits of Capability Analysis

Establish a common vocabulary across business units and

product lines

Remove organizational and technological complexities from issue analysis and product lines decision making

Provide a holistic baseline for developing roadmaps that avoid the trappings of silo

Serve as basis for planning and deploying

priority business initiatives including the trappings of silo-

based budgeting and deployment

initiatives, including business/IT

transformation efforts


Enterprise Architecture FrameworksEnterprise Architecture Frameworks


Popular EA FrameworksPopular EA FrameworksPopular EA FrameworksPopular EA Frameworks•Federal EA provides a common

methodology for information technology (IT) acquisition, use, and disposal in the Federal government.

•Federated EA considers the

•A taxonomy for organizing architectural artifacts (in other words, design documents, specifications, and models) that takes into account both whom the

tensions of attempting to capture the benefits of both centralized

and decentralized IT functions, in a way that balances the interests of

the whole (of government) with the autonomy of agencies

artifact targets (for example, business owner and builder) and what particular issue (for example, data and functionality) is being addressed

ZachmanFederal

Enterprise autonomy of agenciesZachmanFramework

EnterpriseArchitecture

FEAF

DepartmentofDefense

Architecture

TheOpenGroup

ArchitectureFramework

•(DoDAF) defines a set of views that act as mechanisms for visualizing,

understanding, and assimilating the broad scope and complexities of an

architecture description through

•(TOGAF) provides a comprehensive approach for designing, planning, implementation, and governance of an enterprise architecture.

FrameworkFrameworkTOGAF


architecture description through tabular, structural, behavioral,

ontological, pictorial, temporal or graphical means.

TOGAF’s Concept of ArchitectureTOGAF’s Concept of ArchitectureTOGAF’s Concept of ArchitectureTOGAF’s Concept of Architecture

Artifact

A formal description Concept

Fp

of a system, or a detailed plan of the system at component l l t id it

The structure of components, their inter-relationships,

Support Functions

TOGAF designed to support:level to guide its

implementation

p ,and the principles and guidelines governing their design and

l ti ti

support:• Business Architecture• Data Architecture• Application Architecture

evolution over time pp

• Technology Architecture


TOGAF Provides a Development MethodTOGAF Provides a Development MethodTOGAF Provides a Development MethodTOGAF Provides a Development Method

Phases: Preliminary

• Charter & mobilization• Charter & mobilization A. Architectural vision

• scope, stakeholders, vision & approvals B. Business architecture

• business architecture to support agreed pp gvision

C. Information systems architecture• includes data and application

architectures D Technology architecture D. Technology architecture E. Opportunities & solutions

• delivery vehicles and implementation planning

F. Migration planning• sequence of transition architectures with

implementation & migration plans G. Implementation governance H. Architecture change management Requirements management


Requirements management (throughout)

Continuously Maintaining the CapabilityContinuously Maintaining the CapabilityContinuously Maintaining the CapabilityContinuously Maintaining the Capability


Maturity CharacteristicsMaturity Characteristics


Maturity CriteriaMaturity CriteriaMaturity CriteriaMaturity Criteria


An EA Maturity ModelAn EA Maturity ModelAn EA Maturity ModelAn EA Maturity Model


EA: A Structured A h f

EA: A Structured A h fApproach for SustainabilityApproach for SustainabilitySustainabilitySustainability

© 2013 EA Principals

WorldWorld--class EA Capability Modelclass EA Capability ModelWorldWorld--class EA Capability Modelclass EA Capability Model


Enterprise Architecture Enterprise Architecture –– Planning Planning the City Landscapethe City Landscape

Enterprise Architecture Enterprise Architecture –– Planning Planning the City Landscapethe City Landscapey py py py p

Change


Change Management Architecture

Design

Breaking Down the CityBreaking Down the CityBreaking Down the CityBreaking Down the City

City Planning Enterprise ArchitecturePlan the City with holistic and long- Plan the Enterprise for the long y gterm considerations

p gterm

Establishing building codes and common building blocks for reuse

d i t t

Establish the business process and technology standards and patterns f d i t tand interoperate for reuse and interoperate

Establish the common infrastructure such as roads,bridges drainage and water

Establish the common resources of network, platforms, security, and data management bridges, drainage, and water

reservoirsdata management

The primary concern in a city planning model comprises of

The Enterprise Architecture is also about the people primarily the planning model comprises of

safeguarding the interests of the people and residents

about the people, primarily the customer, members of the staff and management personal

City Planning governance is The EA governance also


y g gcompliance to a set of rules and regulations

gincorporates compliance to standards, principles, the law, etc.

The Enterprise’s GoalsThe Enterprise’s GoalsThe Enterprise’s GoalsThe Enterprise’s Goals


The EA RoadmapThe EA RoadmapThe EA RoadmapThe EA Roadmap


What the EA Team Needs to DoWhat the EA Team Needs to DoWhat the EA Team Needs to DoWhat the EA Team Needs to Do

To develop an in-depth understanding of the business strategy and plans and then customize an EA framework

Develop the layers of the architecture required to support these strategies and plans.

To ensure the architecture strategies are aligned with organizational drivers. D l d i iti t l hi h th l f th hit t Develop and initiate plans which ensure the layers of the architecture are

developed so as to maximize benefit. To ensure the layers of the architecture are fully aligned. To take ownership of the overall the layers of the architecture To take ownership of the overall the layers of the architecture. To communicate the architecture and strategies within IT and to the

organization and to work with IT and organizational managers to ensure that the architecture is accepted and understood. p

To ensure transition/migration plans for the systems architecture are clearly articulated.


What the EA Team Needs to Do 2What the EA Team Needs to Do 2What the EA Team Needs to Do 2What the EA Team Needs to Do 2

To work with organization and IT managers to develop the overall IT strategic plan that supports all elements of the EA architecture. The plan

t l li ith b i d t h i l d li l d t imust also align with business and technical delivery plans and contain specific reference to new or modified solutions and functionality.

To work with the Service & Support and Delivery groups to develop and maintain a comprehensive and current repository of the systemsmaintain a comprehensive and current repository of the systems architecture.

To act as the overall design authority ensuring conformance to, or approved deviation from, the agreed systems, process and data architecture element(s).

To carry out impact analysis on the layers of the architecture of new organizational strategies and, where necessary, to turn the impact analysis into action plansinto action plans.


What the EA Team Needs to Do 3What the EA Team Needs to Do 3What the EA Team Needs to Do 3What the EA Team Needs to Do 3

To review the architecture on a continuous basis, taking into account developments in the environment.

To maintain an understanding of major vendor based offerings available in the marketplace.

Accomplish financial management and benchmarking of the architecture practicepractice

To ensure that a comprehensive IT risk management framework is in place and to monitor the operation of that framework

To ensure that relevant best practice policies are adopted and adhered to To ensure that relevant best practice policies are adopted and adhered to for all aspects of IT security

To ensure that appropriate Business Continuity architecture and plans are in place and regularly tested.


EA RoadmapEA RoadmapEA RoadmapEA Roadmap


Quantifying EA SuccessQuantifying EA Success


Dynamics of a Successful EA ProjectDynamics of a Successful EA ProjectDynamics of a Successful EA ProjectDynamics of a Successful EA Project


EA Success MetricsEA Success MetricsEA Success MetricsEA Success Metrics

EA Strategy Clearly Articulates EA’s Strategic

Progress Aligns with Leadership Perspective Displays Strategy Velocity

EA’s Financial Impact

Reflect the current budget cycle Return on Investments Use Financial Estimates

Customer Satisfaction

Quality of Service Relationship Building Timeliness & Perceived Value

Capability Growth

F F t Ali ith IT & B i G l Enhancement of technical and

Quality of Service Relationship Building Timeliness & Perceived Value

Process Improvement

Focus on Future Align with IT & Business Goals Enhancement of technical and organizational skills


Process Governance Process Maturity

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