enterprise architecture: concept and practice - ibm · pdf fileapril 2008 enterprise...

© 2008 IBM Corporation

Enterprise Architecture:

Concept and Practice

23 April 2008 | Adamas Ilkevicius | Engagement manag er, Enterprise Architect

IBM Global Business Services

© 2008 IBM CorporationApril 2008 Enterprise Architecture: Concept and Practice

Our world is made upof complex systems.


To extract their full potential,you have to understand how they work in all their dimensions.


How could your company work?How could the world work?

At IBM, we’ve always thoughtthis way—from enabling U.S.Social Security in the 1930s,to the moon missions of the1960s, to the modern globalbanking system. Today, we’reseeing more opportunities forinnovation than ever before—and new approaches toinnovation itself.


Many long-established institutionsand forms of work are beingreshaped in fundamentalways. Not least among them:

the enterprise.


The question facing any organizationor society – whether the future it constructsis grounded in something thatfades with time, or in values thatwill endure.


Topics

� What is enterprise architecture?

� What are the needs for enterprise architecture?

� Enterprise architecture best practices @ IBM


What is enterprise architecture ?

� Smart companies strive to simultaneously combine bu siness management excellence with IT best practices.

� Enterprise Architecture is one of most important co ncept - a viable and imperative technology for all large companies to ac hieve that goal.

� To create any complex object, including an enterpri se, you need properly describe it.

� Armed with an Enterprise Architecture (EA) for such a description, you will have a chance of being able to properly create or change it.


Enterprise Strategy

Fire and hope!

Business Operating Environment

and IT Infrastructure

EA is defined as the planning function between strategy formulation and delivery


Enterprise Strategy

Fire and hope!

Enterprise Architecture

Business Operating Environmentand IT Infrastructure

TransitionPlanning

G r ou p I T A rc h i t e c t u r e D e f i n it i o n

I n f ra s t ru c t u re D e s i g n & P l a n n in g

E s t a b l i s h I T C o m p e t e nc y C e n t r e

E nd U s e r In f ra s t ru c t u r e U p gr a d e

I n t e r- c o m p a n y W A N ( im p l e . )

O u t s o ur c e N e w C or e s y s t e m s

O u t s o ur c e H e l pd e s k a n d D e s k t op

O u t s o u rc e ne t w or k

O u ts o u r c in g In i t i a ti v e s

C o m p e t e n c y C e n tr e In i ti a t i v e s

E le ctro n ic S erv ic e Del i ve ry

D ata W are ho u se

Cu sto me r S er vi ce C en tre

W AN inf ras tru ctu re

I ntra ne t/M ail infr ast ruc tur e

C us tom e r Se rvi ce

Da ta

Wa re hou se

Gr aph ica l IS

B .U.

B.U .

Do cu me nt Ma na gem e nt

S yst em s M a nag em en t

Mi dd lew are

N E T W O R K

P l a n n in g /D e s ig n In i ti a ti v e s

In f r a s tr u c tu r e In i ti a t i v e s

O the rB u si ne s s U n i t S y s te m sK io s ks

T el em et r y sy s te m se tc

I n iti ati ve s foc us ed on m ig ra tin g to the ne w d el i ver y en vi ro nm en t

P la nn in g/ D e s ig nIn fr as tr uc tu re

O u ts ou r c in g

I n iti ati ve s foc us ed on imp leme ntin g th e vi sio n

P la nn in g/ de s ignIT C om p e te nc y ce nt re

K e y G ro u p D e c i s io n P o in t s

ArchitectureGovernance

Bus Arch’ture IT Architecture

AEICorporate

YankeeG roup

SaturnGroup

YarnDivision

Kn itsDivision

SenecaPlant

RaleighPlant

Cas hManage me nt

Shipping

Accoun ting

Compone ntDesign

Yarn Buyi ng

Order En try

ComponentSc heduling

YarnDyeing

I nven to ry

As sor tmentPlanning

Compone ntKn itt ing

Tagging & Pa cking

Business Structure

Business Locations

EA is defined as the planning function between strategy formulation and delivery

Pro

ject

foc

usE

nter

pris

e w

ide

focu

s

Strategy

Planning

Designand

Delivery

Change Programs

Soln Outline Macro Design Micro Design Devt, etc.

Programme ArchitectureG r o u p IT Ar c h i t e c t u r e

D e f in i ti o n

In f r a s t r u c t u r e

D e s i g n & Pl a n n i n g

Es ta b l i s h I T Co m p e t e n c y

Ce n t r e

En d U s e r

In f ra s t r u c t u r e Up g r a d e

In t e r - c o m p a n y

W A N ( i m p l e . )

O u ts o u r c e N e w C o re s y s te m s

O u ts o u r c e H e l p d e s k a n d

D e s k t o p

O u t s o u r c e n e t w o rk

O u t s o ur c i n g I n i t i at i v es

C o m p e t en c y C e n t r e I n i t i at i v es

E le ct r on ic S er vi ce D el i ve ry

D at a W ar e ho us e

Cu st o m er Se r vi ce C en tr e

WA N infra structur e

In tranet/M ail infra structu reCusto mer Se rvice

Data

Ware house

Grap hical IS

B.U. B .U.

Doc ument Manag ement

S ystem s Mana gemen t

Midd leware

N E T W O R K

P la n n in g / D e si g n I n i t i at i v es

I nf r as t r u ct u r e I ni t i a t iv e s

O th erB u s i n e s s U n i t

S y s te msK io s k sT e le m e t ry s y s t e m s

e t c

I ni t i at iv es f oc us ed o n m i gr a t in g t o t he n ew d el iv er y en vi r on m en t

P l a n n in g /D e s ig nI n fr a s tr u c t u reO u ts o u r c in g

I ni t i at iv es f oc us ed o n i m pl e m en ti n g th e vi si o n

P l a n n in g /d e s i g nI T C o mp e t e n c y c e n tr e

K e y G r ou p D e c i s io n P o i nt s

Soln Outline Macro Design Micro Design Devt, etc.

Programme ArchitectureG r ou p IT Ar c hi t ect u r e D ef in i ti o n

In f r ast r u ct ur e D esi gn & Pl an ni n g

Es ta bl i sh I T Co m p et en cy Ce nt r e

En d U ser In f ra st r uc t ur e Up gr a de

In t er - co m pa ny W A N ( i m pl e. )

O u ts ou r ce N ew C o re sys te m s

O u ts ou r ce H el p des k an d D es kt op

O u t sou r ce n et w o rk

O u t s o ur c i n g I n i t i at i v es

C o m p e t en c y C e n t r e I n i t i at i v es

E le ct r on ic S er vi ce D el i ve ry

D at a W ar e ho us e

Cu st o m er Se r vi ce C en tr e

WA N infra structur e

In tranet/M ail infra structu reCusto mer Se rvice

Data

Ware house

Grap hical IS

B.U. B .U.

Doc ument Manag ement

S ystem s Mana gemen t

Midd leware

N E T W O R K

P la n n in g / D e si g n I n i t i at i v es

I nf r as t r u ct u r e I ni t i a t iv e s

O th erB u s i n e s s U n i t

S y s te msK io s k sT e le m e t ry s y s t e m s

e t c

I ni t i at iv es f oc us ed o n m i gr a t in g t o t he n ew d el iv er y en vi r on m en t

P l a n n in g /D e s ig nI n fr a s tr u c t u reO u ts o u r c in g

I ni t i at iv es f oc us ed o n i m pl e m en ti n g th e vi si o n

P l a n n in g /d e s i g nI T C o mp e t e n c y c e n tr e

K e y G r ou p D e c i s io n P o i nt s

Enterprise Architecture= “the city plan”

System Design= “the buildings”

Strategy= “the city’s purpose & goals”Technology

AvailabilityBusiness

OpportunityBus Strategy IT Strategy


IBM’s Enterprise Architecture definition

“The EA discipline defines and maintains the architecture models, governance and transition initiatives needed to effectively co-ordinate semi-autonomous groups towards common business and/or IT goals.“

“The EA discipline defines and maintains the architecture models , governance and transition initiatives needed to effectively co-ordinate semi-autonomous groupstowards common business and/or IT goals .”

EA ensures the architecture is

maintained and used

EA is not just passive or

reactive, it is proactive

EA can address the business and IT domains

“neutral phrasing”: EA works at many levels

EA provides reference material in many forms

EA enables :� Viable solution architectures� IT transformation � Exploitation of technology� The realisation of business

and IT Strategies


The focus of Enterprise Architecture


What are the needs for enterprise architecture?

� Enterprise Architecture (EA) has become a major focus area in medium and larger companies, as most, if not all, employees should know how their part in company processes influences the success of the organization.

� The need to build simple system structures so that everyone in the organization will see where they fit in and how their activities contribute to its success.

� The underlying structural forms and systems in the excellent companies are elegantly simple.


What are the needs for enterprise architecture?

� The need to support agile business model has triumphed over IT organizations ability to keep track of complexity of enterprise systems

� As knowledge of the system wanes and new requirements appear, cost and risk of changes increase exponentially

� Many older systems are often left outdated and slowly decreasing in business value – HUGE investments left to rot

TIME

COST

KNOWLEDGE


Challenges driving Enterprise Architecture

Trends Pressure Issue

Speed of techology change

Shorter productlifecyles

Faster developmentProductivity improvement

Volatility in demandedvolume

Faster convergenceof technologies

Value chain disaggretionOutsourcing

From Hardwareto Services

Customer relationships Customer-valuecentric organization

More personalizationand customization

Profitability @ lower volumes

Realtime collaborationIntegrated value chain


Business Need Systems Architecture Technical Infrastructure

Business value framework• Vision• Case for action• Value disciplines

Unifying design/ structure • Applications• Data• Technology

Specific physical implementation • Tools• Vendor products• Processes and procedures

Isolate architecture from infrastructure

Principle #2

Drive architectural decisions from business value

Principle #1

The context of Enterprise Architecture


The Zachman Enterprise Architecture Framework schema


Practice of Enterprise Architecture implementation

Enterprise Architecture

Business

User

Arch Revi ew

Board

TRB

IT SteeringCommittee

ProjectArchitect

or DA

Yes

Yes

No

No

BusinessRequirement

Identified

Analyse

and

Understand

Business

Requirement

Design

Solution

Develop/

implement

system/

solution

Research

&

analyse

conforming

alternatives

Conduct

Design/

Product

Evaluation

Review

Mtg

Identify

potential

confirming

alternatives

Advise/

Assist

ArchitectureInitiati ve

Advise/

Assist

DesignConfor ms to Architecture?

ArchConfor mingAlternati veavailable?

Vitality Pr ocess

ARB

TRB

DA

GovernanceArchitecture Artifacts

Business ArchitectureInformationarchitectureComponentarchitecture

Data architecture

IT architecture

Cha

nnel

s

Applications

Common System Services

Inte

rface

Ser

vice

s

Sec

urity

Ser

vice

s

Network Services

Platform Services

Sys

tem

Man

agem

ent S

ervi

ces

Sys

tem

& In

frast

ruct

ure

Dev

elop

men

t

CommonApplication

Services

Data

Clai m

Transition Plan

Group IT Architecture Definition

Infrastructure Design & Planning

Establish IT Competency Centre

End User Infrastructure Upgrade

Inter-company WAN (imple.)

Outsource New Core systems

Outsource Helpdesk and Desktop

Outsource network

Outsourcing Initiatives

Competency Centre Initiatives

Electronic Service Delivery

Data Warehouse

Customer Service Centre

R ec og ni se an d re po rt

Di ag no se pr ob le m

C on fig . Man ag eme nt

Ma na ge me nt

C ha ng e

O p era tio ns

Pe rf an d Ca pa ci ty

WAN in f ras truc ture

I n tranet/Mail in fr ast ruc ture

Cus tomer Ser vi ceData War ehouse

Graph ic al IS

B.U.

B.U.

Document M anagem ent

Systems Management

Mi ddleware

NETWORK

Planning/Design Initiatives

Infrastructure Initiatives

OtherBusiness Unit SystemsKiosksTelemetry systemsetc

Initiatives focused on migrating to the new delivery environment

Planning/DesignInfrastructureOutsourcing

Initiatives focused on implementing the vision

Planning/designIT Competency centre

Key Group Decision Points

� Framework� Models� Components

� Current Environment� Gap Analysis� Transition Initiatives

� Processes� Roles� Organization


Enterprise Architecture method schema

“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



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 prioritisation &

planning

"These are the projects we should

do”

EA Transition

“These are ourroadmaps”


IBM Enterprise Architecture consulting method

Business Architecture

Technology Architecture

Governance

Strategic Gap Analysis

Transition

Enterprise Capabilities

IS Architecture

Current Environment

Proposal and Engagement PlanningClientObjectives

EmergingOpportunities

IT Architecture

Transition Planning


Governance


IBM Enterprise Architecture consulting method (cont .)


Technology Architecture

Governance

Strategic Gap Analysis

Transition

Enterprise Capabilities

IS Architecture

Current Environment

Proposal and Engagement PlanningClientObjectives

EmergingOpportunities

IT NodesIT

Components

EA Neighborhoo

d Gaps Ident’n

EA Capability Assessment

EA Neighborhoo

d Assessments

Transition Initiatives

Transition Management

StrategyIntegrated Transition

Plan

Management Action Plan

Decision Model

Principles, Policies & Guidelines

Architecture Management

Processes

Architecture ManagementRoles / Resp

Architecture Management

Metrics

Critical issues,

opportunities & rec’ns

Technology Reference Architectures

Capability Model

Resources

EA Overview Diagram

Strategic CBM

Business Directions

EA Guiding Principles

Business Scenarios

Application Groups

DataStores

Business Event List

Locations

Business Activity Mdl

Business Structure

Enterprise KPIs

Roles

Usage Matrice

s

Business Reference Architectures

Enterprise Information

Model

Functional Operational



User GroupsIS Reference Architectures

Deployment Unit Matrices

Deployment Units (IS)

Placement Guidelines

Standard Use Cases

Standard NFRs


Enterprise architecture best practices

We have identified a number of best practices, including the following:

� Business driven —EA methodologies and tools all start with business definitions, so ensure your EA program is totally business driven.

� Business process expertise —Integrate any business process management, modelling, and continuous improvement teams within your company.

� Experienced team —Build, motivate, and retain a respected EA team that can communicate effectively at all levels of business and IT, plus act as scribe with EA methodologies and tools.

� Speak business language —Try to avoid IT jargon. � IT governance —Link to standard IT governance policies. � Highly practical —EA has no place in an ivory tower. It must

be pragmatic, not theoretical.


Enterprise Architecture lessons learned� Lesson 1: The Big Picture is More Important than the Whole Story

� Lesson 2: Don’t Reinforce Functional Stovepipes by Mimicking the Legacy Functional Hierarchy - Organize the Enterprise Architecture by Value Chain and Supporting Cross-cutting Processes

� Lesson 3: Business Processes Based Architectures are the Key to Realizing Business Transformation and Alignment

� Lesson 4: Develop a Performance Based Enterprise Architecture

� Lesson 5: The Business Process and its Technology Enablers are One and the Same

� Lesson 6: The EA Must be Specific to the Enterprise and Resonate to its Particular Circumstances


IBM enables EA capabilities via skills transfer to the company’s own Enterprise Architects

� Mentor and facilitate the client’s professionals and managers to create their own EA

� Train these people to govern and sustain their EA

� Provide technical support and thought leadership to assist them throughout the EA creation process

� Possibly long term consulting to assist in sustaining and in theevent of a major business event

"Give a man a fish and he will eat for a day. Teac h a man to fish and he will eat for the rest of his lif e.“- Chinese Proverb


Feedback on Enterprise Architecture practice

Answering the question how EA helps your company, answers were:

� Supports decision making� Manages IT portfolio� Delivers road maps for change� Makes complexity manageable� Supports systems implementation or development� Delivers insight and overview of business and IT� Supports business and IT budget prioritization� Supports in/out –sourcing

enterprise architecture: concept and practice - ibm · pdf fileapril 2008 enterprise...

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