Download - Enterprise Architecture Governance for an Enterprise Transformation Journey: The IBM Internal Case
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Enterprise Architecture Governance for an Enterprise Transformation Journey:
The IBM Internal Case
Marcelo Sávio
IBM Industry Solutions ArchitectOpen Group Master Certified Architecthttp://www.linkedin.com/in/msavio
Copyright © The Open Group 2012
Agenda
2. The importance of an Enterprise Architecture framework and governance in that journey
1. The IBM Transformation Journey story
3. Some lessons learned
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IBM at a Glance
Business Model
Operations in 172 Countries
$107B Revenue, $16.3B Income 2011
Key Business Segments
• Services• Software• Hardware
• Research• Financing
A highly inclusive workforce:
Over 425,000 employees
less than 5 years of service50%
40% work remotely
+ 100 years
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Globally Intergrated Enterprise
multinational –replication
International era –export
Century
20
Century
21
The transformation journey
Global Demand Capture
Global Supply Management
Global Production Optimization
• Consistent set of processes worldwide
• Leverage best practices
• Standardize and reduce waste
• Governance and performance discipline
• Explore the Instrumentation and interconnection
• Enable growth and productivity
• Optimize the whole system
• Right skills, right place, right cost
• Rationalize support functions for greater efficiency
• Radically simplify processes
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(Back to School) The Four Operating ModelsSource:
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(Back to School) Creating a “Foundation for Executi on”Source:
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Integration
SimplificationStandardization
Ope
n In
fras
truc
ture
Globally Integrated Enterprise
Inno
vatio
n
Value
OrganizationSystems
Processes
IBM Internal Transformation Principles: Simplification, Standardization, Integration and Fl exibility
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Transformation Framework
Business Process
Excellence
Values-based Culture
Information Technology Enablement
Enabling Growth Enabling Productivity Enabling Change
Transformation Focus Areas
Strategy
Values
Guided by the IBM Strategy
and grounded in IBM Values
Enable transformation at
the intersection of
business process,
technology and culture
Sustain strength in the
global marketplace by
focusing on areas that
enable growth, productivity,
and culture change
IBM’s Transformation Framework: A Systematic Approach for Doing The Right Things The Right Way
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What we’ve done
Why?
9
• Established IBM Enterprise Process Framework with senior leaders named as owners business processes
• Took an outside-in approach to address critical pain points focusing first on our clients, then partners and employees
• Launched enterprise-wide initiatives promoting broad adoption of strategic, common global processes
• Established agility as a key capability for customer-facing business processes
• Added “continuously transform” as core competency for leaders at every level of the company
• Built disciplined system to manage & measure the effectiveness and efficiencyof end-to-end processes
• Complex processes are key source of frustration for employees, partners and clients
• Unit/geo-specific approaches andSiloed processes contribute to complexity and inefficiency
• To remain competitive, business processes must respond quickly to changes in the business environment
Business Process Excellence
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ImpactHow we did it
• Process improvements contributing to growth & productivity :
– Substantial increase in productivity gain in process transformation & integrated operations
• Hardware Product Management: reducing product portfolio and design complexity
– Reduced feature and options of systems portfolio
• Use of labor analytics to manage technical delivery resources
– Unassigned resources substantially reduced and utilization improved
• Integrating data from multiple legacy systems into a single instance, managed within ERP
Business Process Excellence
• Focused on driving horizontal, end-to-end process improvements and put senior leaders in charge of key processes
• Developed professionals with business process skills, including Lean Sigma black belts
• Simplified and standardized processes across business units and geographies
• Package-enabled business transformation, based on enterprise software, provided global template for consistent deployment
• Identified principles for radical simplification
Current Baseline
Horizontal Integration
Simplification
Radical Change
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What we’ve doneWhy?
• Needed to re-establish a set of Values as the core of IBM’s culture and brand
• Expanding the IBM brand experiencebeyond products to integrated solutions and people
• Evolving the IBM management systemto leverage global and cross unit integration
Values-based Culture
• Engaged employees globally in Values Jam to refresh our Values
• Conducted World Jam with employees to collaborate on solutions for growth, innovation and bringing the Values to life
• Employee climate and culture surveys conducted periodically to provide insights on specific business issues
• Engaged leaders at all levels on enabling our Values-based culture locally and globally
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ImpactHow we did it
• Global leadership positions put in placeto work with leaders and teams to drive our cultural transformation
• Identified actions focused on organizational enablers of culture change, including:
– Leadership Behaviors
– People Practices
– Management Systems
• Built leader accountability for role modeling and enabling Values-based culture
• Transformed IBM into a Social Business
• IBM’s Values are integral in the performance, recognition and talent management systems
• IBM employees actively participate inadvancing our Values-based culture via collaborative technologies
• Majority of employees worldwide believe:
– IBM management is committed to making the changes necessary to enable us to operate consistently with the Values
– The Values influence how employees interact with clients
Values-based Culture
Values-based Culture
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What we’ve done
What we’ve doneWhy?
• Need to connect 425K+ employees across +170 countries
• Enable employees to be more productive, more knowledgeable, faster
• Facilitate collaborative innovation
• Organize the flow of ad hoc collaboration
• Drive innovation into products faster
• Harness the knowledge of subject matter experts from across IBM quickly
• Surface employees as experts to engage with clients, partners and others
• Transformed intranet into robust social computing platform
• Created communities of enthusiasts to encourage grassroots adoption
• Established IBM social computing policy and guidelines
• Created reverse mentoring program to educate IBM leaders on collaborative tools
• Providing employees with education on how to engage in a digital world
IBM as a Social Business
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Impact How we did it
• IBM’s internal social media footprint– Profiles: +400K users; +1M searches/week• Communities: 75K communities• Wikis: 50K wikis• Blogs: 105K+ bloggers• Activities: 31K experts enrolled in Expertise
Locator with over 550 Ambassadors
IBM’s external social media • Facebook: 200K employees• Linkedin: 288K current employees• Twitter: 20K employees• GreaterIBM Connections: 100K IBM Alumni• Ibm.com Connections: 95K profiles• developerWorks: 400k profiles
• Provided a social platform in which employees could engage
– Made it easy to get started
– Shared tools, enablement materials, best practices
• Tapped key influencers: social media experts and enthusiasts
• Created Social Computing Conduct Guidelines to teach employees best practices for working in social spaces
IBM as a Social Business
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What we’ve doneWhy?
• IT represents biggest spend aside from workforce
• Unlocking new IT efficiencies frees up resources to fund investments for growth
• Laying foundation for a new era of computing for global integration, collaboration, growth and productivity.
• Need for faster collaboration across global, mobile employee population
• Easily deployed IT solutions to support new branches in growth markets
• Need for new approaches to security risk
• Consolidated disparate systems , created common platforms and standards worldwide
• Centralized CIO role
• Established enterprise-wide governance model
• Built a flexible, responsive and open global infrastructure
• Created open model for application development to accelerate time to value
• Embraced open and secure standards, mobile strategies, social computing, cloud computing and business analytics
• Established comprehensive security practices to allow innovation and mobility while safeguarding IBM and client data
IT Enablement
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ImpactHow we did it
• Reduce TCO by 70 percent
• Delivered 80% energy cost savings & 85% floor space reduction (30K megawatts of energy saved per year –74K square feet of floor space returned to the business)
• Develop/Test Cloud server supports 5000 images, 500 projects and 1000 developers
• Social Computing fuels collaboration/Innovation
– 155K employees in Technology Adoption Program (internal beta testers);
Growth market branch offices increased significantly
• Centralized IT service management of the application portfolio has resulted in a 36 percent improvement in application deployment cycle time
• Began with a massive consolidation :
• Capitalized on open standards & virtualization
– 6500+ servers consolidated since 2008
– Created a global, virtual community to leverage collaborative practices to develop software
• Smarter Infrastructure leveraging Cloud
• Leverage Mobility with security
• Transformed intranet into robust social networking platform
• Developed “branch office in a box” IT
• Created a single, globally integrated technology delivery model
IT Enablement
4,50016,000Applications
131Network
580Web hosting centers
7155Host data centers
1128CIOs
Today1997IBM Metrics
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Low
High
Strategic
Low HighMission Critical
SilverBlue
GoldBronze
Strategic� international
� will not be replaced within 2 years
� is run once
Mission Critical� Potential to cause revenue lost because critical processing cannot continue if the application cannot be accessed
NoneNoneBlue
MinimalMinimalBronze
MinimalHigh PrioritySilver
High Priority High PriorityGold
Strategic InvestmentMaintenance Service LevelApplication Type
Categorization of Applications in the Portfolio Hel ps to Balance the Investment & Maintenance Service Level s
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ImpactWhat we’ve done
• Expanded cloud deployments for a wide range of applications
• Carefully selected the right workloads tomove to cloud platform
• Leveraged “cloudonomics” to achieve economies of scale , elastic scaling and better automation
• Provided developers with self-service, dynamic compute capacity
• Deployed cloud solutions to support collaboration and broaden employee access to analytics
• Develop/Test Cloud cut server setup time
for developers from 15 days to 1 hour
• Blue Insight giving 190K users access to advanced analytics on +1 petabyte of data
• 85% of web conference minutessupported by cloud
• File storage cloud delivered up to 30% savings in storage management cost
• Production cloud implemented to reduce cost of managing internal applications
Cloud Implementations
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ImpactWhat we’ve done
• User segmentation studies determine the best fit for mobile solution based on job role
• Deployed technology to provide access to email, contacts and calendaring across mobile platforms -BYOD (Bring Your Own Device)
• Created an IBM mobile app store, to make it easy for employees to find create and use secure business applications
• Use Endpoint Management technology to fortify security in mobile environment
• 100K+ employees connect to internal networks using handheld devices
• Capitalizing on the “consumerization of IT” to improve employee productivity
• Mobile devices pivotal to rapid expansion and assimilation of new employees in growth markets
• Offering 500+ apps –which passed 40K download mark
• Standards and governance allow for scaling and consistent innovation
Mobility Enablement
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ImpactWhat we’ve done
• More resilient network, even when external upswing of malware.
• Protection of regulated sensitive personal information, decreasing chance of exposure/need to notify
• More informed decision making on IT risk, and prioritization of investments.
• Higher levels of assurance and tracking of the most privileged users
• High degree of automation minimizes impact on employee time
IT Security
• Expanded security education to all employees
• Installed Intrusion Prevention Systemdevices in network to block malware at all Internet gateways
• Deployed Endpoint Management to provide persistent enforcement across all workstations, including mobile ones.
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Strategy
Enabling Growth
Enabling Productivity
Enabling Change
• CEO sponsorship is critical
• Create a “sense of urgency” that the organization can rally around
• Think, act and optimize globally
• Implement governance, performance goals and reporting discipline
• Direct Link to Enterprise Architecture
• Business transformation and IT should be closely aligned
• Don’t automate a mess – fix processes first, then apply IT
• Sunset legacy systems and tools as new ones are deployed
• Take an end-to-end, outside-in view of processes
• Build process skills and methodologies• Need cross-unit leadership and clear
accountability
IBM Transformation Journey: Key Lessons Learned
• Focus on high growth customer segments and new markets
• Leverage business analytics to better align resources with opportunities and inform fact-based decisions
• Consider both organic and non-organic sources for revenue growth
• Enhance end-to-end client experience
• Engage leaders at all levels
• Address the underlying drivers of behavior
• Engage employees broadly
• Make culture tangible
• Recognize that changing culture is a journey
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Investment CycleInvestment Planning
Development Cycle Decision Support Developer Criteria
Enterprise Architecture Framework: Describing the Strat egic Vision and a Holistic System for Managing the Lifecycle of Current /Future investments.
Guiding Principles & Metrics Standards Implementation Criteria Cross Unit and Unit Architecture Governance
Business
Process
Information
& Data
Technology
& Infrastructure
Applications
& Components
Business
Strategy
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Current Approach
Globally Integrated Enterpise Vision
Execution of the Enterprise Strategy
InfrastructureA cost effective, reliable and adaptable infrastructure
The New Approach
Business ProcessDesign globally consistent processes across organizations and brands.
A strong change management approach to transform theculture
Development Methodology: Adopt the best methods to ensure speed and quality
Application ArchitectureStrategic applicationsused and others sunset
Data/InformationStrategic uses of trusteddata and data warehouses
GovernanceOne governance model providing clear direction, focus and executive commitment
IBM’s Internal Enterprise Architecture Program: A Fram ework to Design & Plan our Journey to A Smarter Enterpris e
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Hea
dqua
rter
s
Sys
tem
s
Ser
vice
s
Sal
es
Glo
bal F
inan
cing
Geo
grap
hies
Sof
war
e
Client Facing
Finance
Workforce Management
Technical Support
Development
Supply Chain
Process Transformation
ExecutivesEnterprise process transformation and application portfolio
management
Business Transformation
ExecutivesBusiness unit transformation
and application portfolio management
The Organizational Alignment plays an Important Rol e in IBM’s internal IT-Enabled Business Transformation
CIO• Delivery of operational excellence and business value• Implement enterprise strategy, architecture, standards & governance• Development of global IT workforce
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How to stay on the right track? With EA Governance (with a balanced approach)
Unstructured•Free-for-all•Unrepeatable process•No metrics•No documentation•Relies on ‘heroes’
Too Structured•No room for creativity•Bureaucratic and slow•Too many metrics•Policy & procedure excess•Often ignored / undermined
Governance•Balanced•Repeatable process•Measurable•Documented and used•Continuously improved
Optimal Target based on
Requirements
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The Governance Model is Designed to Make the Right Balance between Accountability, Integration, & Fle xibility
Senior Vice President Program Sponsorship:• Program Steering Committees – Senior level
sponsorship and accountability
CIO Operating Team Leadership:• Diverse membership drives enterprise integration• Leveraged rotation of members• Enterprise portfolio optimization• Domain leaders set review standards• Initiative funds released by phase• Ongoing assessments ensure value realization
Program Management Office Execution:• Business, IT and process transformation team
Program Management Office Program Integration Executive
Operating TeamChief Information Officer
Steering Committee
Membership
• Process Owners
• Business Unit Execs
• Geographies
• Domain Leads
Senior Vice President
Domain
• Business Process
• Data
• Application
• Infrastructure
• Development
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EA Governance Framework
• Structure;
• Roles and responsibilities;
• Processes:
• Compliance
• Exception Handling
• Communication
• Vitality
• Metrics;
• Decision Mechanisms.
Our EA Governance Framework had defined:
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EA Governance Levels
Executive Level Steering Committees
Architecture Review Board
Business/IT Direction
(Project Funding/Approval)
Architecture Complianceat Project Level
Reviews, consults,mentors project teams
ArchitecturePolicy & Direction
Leadership & Sponsorship(Governance/Standards/Processes)
Technical Review Board
ApplicationArchitect
DataArchitect
TechnologyArchitect
Architecture Role/Responsibility
Project Teams
Str
ateg
icT
actic
al
BusinessArchitect
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The four essential processes for the successful EA: Vitality, Compliance, Exception Handling and Commun ication
Architecture Vitality Process
Solutions Delivery
Architecture Communications Process
Architecture Review & Approval
(Compliance )Process
Information Systems Delivery
Technology Delivery
Project Management
Portfolio Management
Inspect
Architecture Exceptions
and AppealsProcess
Appeal
Maintain
Communicate
These four core processes are essential for success of
The EA program
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Common Architecture
Unique Product/ Service
Architecture
Unique Product/Service
Architecture
Unique Product/Service
Architecture
Shared Architecture Unique Product/Service
Architecture
Common Architecture
Unique Product/ Service
Architecture
Unique Product/Service
Architecture
Unique Product/Service
Architecture
Shared Architecture Unique Product/Service
Architecture
EA “Socialization ”
Vision
Portal Training
Applications DataNetwork
Systems
Management
Organization& Management
Guiding
Principles
Decision-makingResponsibilityGovernance
Role of TechnologyValue of TechnologyComplianceUse of Technologye-BusinessWebsite
LocationMake vs Buy
Modular Components
Applications DevelopmentCommon User InterfaceScalabilityTesting & Training
Data Management
Data OwnershipData StorageData AccessOperational&AnalyticalData Confidentiality
Single Logical NetworkNetwork ManagementExternal Connectivity
Security
AvailabilityProduction System Mgmt
Principles
� Charter: Mission, Vision, & CSFs� Organizational Structure� Roles and Responsibilities� Guiding Principles
� Processes� Compliance Review and Approval� Exceptions� Vitality� Communications
� Selection and Evaluation Criteria� Metrics
� Transition Planning� Architecture Tools
� Maturity Assessment Refresh� Ongoing Education
Executive Workshops
1
2
3
Process and ToolsProcesses & Tools enable the Architecture
Compliance
Exceptions
Vitality
Evaluation & Selection
Communication
Infrastructure
Processes
EnterpriseArchitecture
Compliance
Exceptions
Vitality
Communication
Infrastructure
Processes
Tools
EnterpriseArchitecture
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“Independent Solution Architecture”
So what about the solutions that need to be deployed everyday?
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“Are our target architectures still
right?”
“Are we still moving the
right direction?”
Programmes& Projects
Strategic Delivery
Solution Outline Build Cycle DeploymentMacro Design Micro Design
Solution Outline Build Cycle DeploymentMacro Design Micro Design
Solution Outline Build Cycle DeploymentMacro Design Micro Design
Strategic Intent
EAGovernance
"Are we designing these systems the way we said we want them
done?”
Enterprise IT Architecture
FunctionalOperational
"This is the way these systems should be designed”
Enterprise Business
Architecture
“Business as Usual” project prioritization &
planning
"These are the projects we should
do”
EA Transition
“These are ourroadmaps”
Promoting solutions in compliance with EA
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Creating the EA
� Populating the EA with information from all domains
� Communicating with stakeholders in their context
� Managing constant enterprise-wide change
� Keeping individual projects in synch with the prescribed EA
Consuming the EA
Lessons Learned: There are challenges to making the EA “actionable”
Challenge in transforming business requirements int o implementation
The language of Planners and Strategists
The language of Solution
Designers
“To-be”Patterns and
Building Blocks
“As-is”Inventory
Providing Guiding
Principles
Ensuring Governance
Stability for Programmes
Moving with the Business
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Lessons Learned: Making an EA “actionable” means mak ing more productive use of our architectural information
� Simpler and automated harvesting from all enterprise resources
� Governance with enterprise wide change management and best practices measurement
� Enhanced reporting and usability to improve communication
� Integrated IT delivery enabling reuse of assets and practices
Consuming the EA
Creating the EA
Integrated business & implementation requirements
One language of architecture
“as is”and
“to be”
Integrated tooling
Version control and publication management
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Enterprise CapabilitiesCapability
Model
Resources
EA Overview Diagram
Strategic CBMBusiness Directions
EA Guiding Principles
Business Scenarios
Business ArchitectureBusiness Event List
Locations
Business Activity Mdl
Business Structure
Enterprise KPIs
Roles
Usage Matrices
Business Reference Architectures
Enterprise Information
Model
Technology Architecture
IT NodesIT
Components
Technology Reference Architectures
Strategic Gap Analysis
EA Neighborhood Gaps Ident’n
EA Capability Assessment
EA Neighborhood Assessments
TransitionTransition Initiatives
Transition Management
StrategyIntegrated Transition
Plan
Management Action Plan
Critical issues, opportunities
& rec’ns
Governance
Decision Model Principles,
Policies & Guidelines
Architecture Management
Processes
Architecture ManagementRoles / Resp
Architecture Management
Metrics
Arc
hite
ctur
al D
omai
ns
Purpose-RelatedCategories
All Architectural Building Blocks
Access through Web-Portal
Powerful Search Capabilities
Release Management
Publication Process
Project A
ABB
ABB
ABBABB
Art
ifact
Usa
ge
Project B
ABB
ABB
ABBABB
Project C
ABB
ABB
ABBABB
Project D
ABB
ABB
ABBABB
Project E
ABB
ABB
ABBABB
EA Repository
Very important tool: EA Repository
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Lessons-Learned: Six Principles to Consider when planning Your Journey to a Smarter Enterprise
36
• Start a movement• Engage the workforce
• Jams and social software are great enablers
• Establish clear transformation governance• Appoint business, process and IT leaders to councils
• Key decision-makers must have accountability for results
• Transformation requires a data-driven discussion• Analytics can improve operational performance
• Enable fact-based decisions
• Radically simplify business processes• Design processes from viewpoint of users, not process owners
• Establish standards & eliminate process steps that don’t add value
• Invest in transformative innovation• IT doesn’t create transformation, but can be great accelerator
• Experiment with new ways to stimulate work environment & fuel new thinking
• Embody creative leadership• Takes new approach to lead global, multi-generational workforce
• Leadership competencies must evolve for new realities
http://www.ibm.com/smarterplanet/us/en/business_agility/article/transformation.html
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10. Create a “sense of urgency” that the company can rally around
9. Create a revisionist history – you’ll be surprised at how far you’ve come
8. While you’re creating, define short-term projects with near-term results
7. Review business processes to see if changes are needed before you deploy technology
6. Technology enables and accelerates transformation
5. Set your milestones and metrics with an end-to-end lifecycle view
4. Sunset legacy systems/applications/tools as new ones are deployed
3. Can NOT over-emphasize the importance of culture and fostering innovation
2. Transform constantly or risk extinction – there is no other option
1. Always, always, always listen to your customers and make sure you have
the right perspective
Top 10 Lessons Learned from IBM ’s Internal IT -Enabled Transformation
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Agora uma singela homenagem....
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Algumas constata ções no in ício da década de oitenta...
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Há exatos 25 anos ...
Em 1987 John A. Zachman (IBM) escreveu no IBM Systems Journal um artigo sobrearquitetura de sistemas de informação, no qual propôs um framework;
Em 1992 publicou, novamente no IBM Systems Journal, e em parceria com John F. Sowa (também então recémaposentado da IBM) uma versão estendida do artigo original, contendo um nova e definitiva versão do framework.
Em 1990 se aposentou da IBM e montou sua própria empresa de consultoria em arquitetura corporativa;
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Zachman Enterprise Architecture Framework
1869 1987
Dimitri Mendeleiev
(1834 -1907)
e.g. DATA
Builder
SCOPE(CONTEXTUAL)
MODEL(CONCEPTUAL)
ENTERPRISE
Designer
SYSTEMMODEL(LOGICAL)
TECHNOLOGYMODEL(PHYSICAL)
DETAILEDREPRESEN- TATIONS(OUT-OF- CONTEXT)
Sub-Contractor
FUNCTIONINGENTERPRISE
DATA FUNCTION NETWORK
e.g. Data Definition
Ent = FieldReln = Address
e.g. Physical Data Model
Ent = Segment/Table/etc.Reln = Pointer/Key/etc.
e.g. Logical Data Model
Ent = Data EntityReln = Data Relationship
e.g. Semantic Model
Ent = Business EntityReln = Business Relationship
List of Things Importantto the Business
ENTITY = Class ofBusiness Thing
List of Processes theBusiness Performs
Function = Class ofBusiness Process
e.g. Application Architecture
I/O = User ViewsProc .= Application Function
e.g. System Design
I/O = Data Elements/SetsProc.= Computer Function
e.g. Program
I/O = Control BlockProc.= Language Stmt
e.g. FUNCTION
e.g. Business Process Model
Proc. = Business ProcessI/O = Business Resources
List of Locations in which the Business Operates
Node = Major BusinessLocation
e.g. Business Logistics System
Node = Business LocationLink = Business Linkage
e.g. Distributed System
Node = I/S Function(Processor, Storage, etc)Link = Line Characteristics
e.g. Technology Architecture
Node = Hardware/SystemSoftware
Link = Line Specifications
e.g. Network Architecture
Node = AddressesLink = Protocols
e.g. NETWORK
Architecture
Planner
Owner
MOTIVATIONTIMEPEOPLE
e.g. Rule Specification
End = Sub-condition
Means = Step
e.g. Rule Design
End = ConditionMeans = Action
e.g., Business Rule Model
End = Structural AssertionMeans =Action Assertion
End = Business ObjectiveMeans = Business Strategy
List of Business Goals/Strat
Ends/Means=Major Bus. Goal/Critical Success Factor
List of Events Significant
Time = Major Business Event
e.g. Processing Structure
Cycle = Processing CycleTime = System Event
e.g. Control Structure
Cycle = Component CycleTime = Execute
e.g. Timing Definition
Cycle = Machine CycleTime = Interrupt
e.g. SCHEDULE
e.g. Master Schedule
Time = Business EventCycle = Business Cycle
List of Organizations
People = Major Organizations
e.g. Work Flow Model
People = Organization UnitWork = Work Product
e.g. Human Interface
People = RoleWork = Deliverable
e.g. Presentation Architecture
People = UserWork = Screen Format
e.g. Security Architecture
People = IdentityWork = Job
e.g. ORGANIZATION
to the BusinessImportant to the Business
What How Where Who When Why
Architecture
e.g. STRATEGY
e.g. Business Plan
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A “ávore genealógica” dos frameworks de arquiteturaFonte:
Copyright © The Open Group 2012
Marcelo Sávio
IBM Industry Solutions ArchitectOpen Group Master Certified Architecthttp://www.linkedin.com/in/msavio