enterprise it architectures ea (enterprise architecture)...enterprise architecture is the formal...
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© 2010 IBM Corporation
Enterprise IT Architectures
EA (Enterprise Architecture)
Dr. Hans-Peter HoidnExecutive IT Architect, IBM Software GroupGlobal Business Integration "Tiger" Team
© 2010 IBM Corporation2
University Zurich – Enterprise IT Architectures
I. Positioning Enterprise Architecture (EA)
II. Enterprise Architecture – Main Aspects
III. Enterprise Architecture Methods
IV. Dynamic Infrastructure – Cloud Computing
Agenda
© 2010 IBM Corporation3
University Zurich – Enterprise IT Architectures
IT View
Business View
Process View
Recap: Aligning Strategy with Business and IT Execution
EnterpriseBusiness Architecture
© 2010 IBM Corporation4
University Zurich – Enterprise IT Architectures
Positioning Enterprise Architecture (EA)
© 2010 IBM Corporation5
University Zurich – Enterprise IT Architectures
Why “Enterprise Architecture”
EA is helping enterprises do the right things right
EA is a holistic approach to the control and co-ordination of IT based business projects
Two viewpoints: – Solution Architects are focused on creating an IT based solution to a
business problem– Enterprise Architects with a sense of what the enterprise needs to be and
do, and how IT should be used in a wider sense
© 2010 IBM Corporation6
University Zurich – Enterprise IT Architectures
'If you don't know where you're going, any road will get you there.'Lewis Carroll
This house may function, but…
Does it meet business objectives?Is it an ‘Asset Junkyard’?Is it cost effective?Does it fit with the community
(standards)?Is it documented - who knows what it
consists of?Can it be repaired easily or
economically?Can it be adapted to changing needs?
Yesterday’s management approaches are not working in today’s complex and fast-paced environment.
Winchester House Syndrome
© 2010 IBM Corporation7
University Zurich – Enterprise IT Architectures
System Architecture• functional aspects• operational aspects“the infrastructure and singlebuilding design”
BusinessStrategy
InformationTechnology
Strategy
BusinessOpportunity
TechnologyAvailability
Business Operating Environmentand IT Infrastructure
IT Solutions
Design andDelivery
Strategy
The Gap
If you do not know where you are going,
any road will do.
If you do not know where you are, a map will not help.
?
It can be a challenge to ensure IT based business solutions implement the business strategy…
© 2010 IBM Corporation8
University Zurich – Enterprise IT Architectures
Enterprise Architecture provides the vital linkages between “strategy” and “implementation”
System Architecture• functional aspects• operational aspects“the infrastructure and singlebuilding design”
BusinessStrategy
InformationTechnology
Strategy
BusinessOpportunity
TechnologyAvailability
Design andDelivery
EA identifies where the organization wants to be
and how to get there
EA tells the organization where they are on the map Enterprise Architecture
!!
Business Operating Environmentand IT Infrastructure
IT Solutions
Planning
Design andDelivery
Ente
rpris
e w
ide
focu
sPr
ojec
t foc
us
Strategy
© 2010 IBM Corporation9
University Zurich – Enterprise IT Architectures
Enterprise Architecture“the city plan”
System Architecture• “the building design”
BusinessStrategy
InformationTechnology
Strategy
BusinessOpportunity
TechnologyAvailability
ITArchitecture
- Applications- Data- Technology
Planning
Design andDelivery
Ente
rpris
e w
ide
focu
sPr
ojec
t foc
us
Strategy
Business Operating Environmentand IT Infrastructure
IT Solutions
Enterprise Architecture
Transition Plan
BusinessArchitecture
- Processes- Information- People- Locations
Enterprise Architecture embraces both Business and IT Architectures, providing the “city plan” for “building projects”
© 2010 IBM Corporation10
University Zurich – Enterprise IT Architectures
EAMethods
andTools
Processand
Content Modeling
BusinessStrategy
andPlanning
Enterprise Strategy
Fire and hope!
Enterprise Architecture
Business Operating Environmentand IT Infrastructure
TransitionPlanning
G ro u p IT A r c h i t e c t u r e D e f in i t io n
I n f r a s t r u c t u re D e s ig n & P la n n i n g
E s t a b lis h IT C o m p e t e n c y C e n t re
E n d U s e r I n f r a s t r u c t u r e U p g r a d e
In t e r - c o m p a n y W A N ( i m p le .)
O u t s o u r c e N e w C o re s y s t e m s
O u t s o u r c e H e lp d e s k a n d D e s k t o p
O u t s o u rc e n e t w o rk
O u t s o u r c in g I n i t i a t iv e s
C o m p e t e n c y C e n t re In i ti a t iv e s
E l e c t r o n ic S e r v i c e D e li v e r y
D a t a W a r e h o u s e
C u s t o m e r S e r v i c e C e n t r e
WA N in fr a s tru c tu r e
In tr a n et /M a il in f ra s tr u ct u re
C u s to m e r S e rv ic e
D a ta
Wa re h o u s e
G ra p h ic a l I S
B . U .
B . U .
D o cu m en t M an a g e me n t
S y s te m s Ma n a g e me n t
Mid d le w a r e
N E T W O R K
P la n n in g /D e s ig n In i t i a t iv e s
In f r a s t ru c t u r e In i ti a tiv e s
O t h e rB u s i n e s s U n it S y s te m sK i o s k sT e l e m e t r y s y s t e m se tc
In i t ia t iv e s f o c u s e d o n m i g r a t i n g t o t h e n e w d e liv e ry e n v ir o n m e n t
P la n n in g /D e s ig nI n f ra s t ru c t u reO u t s o u rc in g
In i t ia t iv e s f o c u s e d o n im p le m e n t in g t h e v i s i o n
P la n n in g /d e s ig nI T C o m p e t e n c y c e n tre
K e y G r o u p D e c is i o n P o in t s
ArchitectureGovernance
Bus Arch’ture IT Architecture
AEICorporate
YankeeGroup
SaturnGroup
YarnDivision
KnitsDivision
SenecaPlant
RaleighPlant
CashManagement
Shipping
Accounting
ComponentDesign
Yarn Buying
Order Entry
ComponentScheduling
YarnDyeing
Inventory
AssortmentPlanning
ComponentKnitting
Tagging & Packing
Business Structure
Business Locations
Prog
ram
foc
usEn
terp
rise
wid
e fo
cus
Strategy
Planning
Designand
Delivery
Change Programs
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureG r o u p I T A r c h i te c tu r e D e fi n it io n
I n fr a s t r u c tu r e D e s i g n & P l a n n i n g
E s ta b li s h IT C o m p e t e n c y C e n t re
E n d U s e r In f ra s t ru c t u r e U p g r a d e
In t e r - c o m p a n y W A N (i m p le .)
O u ts o u r c e N e w C o r e s y s t e m s
O u ts o u r c e H e lp d e s k a n d D e s k t o p
O u ts o u r c e n e tw o r k
O u t s o u r c i n g I n i t ia t iv e s
C o m p e t e n c y C e n t r e In i t ia t i v e s
E l e c t r o n ic S e r v ic e D e li v e r y
D a t a W a r e h o u s e
C u s to m e r S e r v ic e C e n t r e
W AN infr astr uctu reI ntra net/ Mai l inf rast ruct ure
C ust om er S ervic eDat a Wa reho use
Gra phic al I S
B. U. B.U .
Do cu men t M ana gem en t
Sys tem s M an age me nt
Mid dle war e
N E T W O R K
P l a n n i n g / D e s i g n In i t ia t i v e s
I n f r a s t r u c t u r e I n i t ia t iv e s
O t h e rB u s i n e s s U n i t S y s t e m sK i o s k sT e l e m e t r y s y s t e m se t c
I n i t i a t i v e s f o c u s e d o n m i g r a t i n g t o t h e n e w d e l i v e r y e n v i ro n m e n t
P l a n n i n g / D e s i g nI n f r a s t r u c t u r eO u t s o u r c in g
I n i t i a t i v e s f o c u s e d o n i m p l e m e n t i n g t h e v i s i o n
P l a n n i n g / d e s i g nI T C o m p e t e n c y c e n t r e
K e y G r o u p D e c is io n P o in t s
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureG r o u p I T A r c h i t e c t u r e D e f i n i t i o n
I n f r a s t r u c t u r e D e s i g n & P l a n n i n g
E s t a b l i s h I T C o m p e t e n c y C e n t re
E n d U s e r I n f ra s t ru c t u r e U p g r a d e
I n t e r - c o m p a n y W A N ( i m p l e . )
O u t s o u r c e N e w C o r e s y s t e m s
O u t s 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 r k
O u t s o u r c i n g I n i t ia t iv e s
C o m p e t e n c y C e n t r e In i t ia t i v e s
E l e c t r o n i c S e r v i c e D e l i v e r y
D a t a W a r e h o u s e
C u s t o m e r S e r v i c e C e n t r e
W AN infr astr uctu reI ntra net/ Mai l inf rast ruct ure
C ust om er S ervic eDat a Wa reho use
Gra phic al I S
B. U. B.U .
Do cu men t M ana gem en t
Sys tem s M an age me nt
Mid dle war e
N E T W O R K
P l a n n i n g / D e s i g n In i t ia t i v e s
I n f r a s t r u c t u r e I n i t ia t iv e s
O t h e rB u s i n e s s U n i t S y s t e m sK i o s k sT e l e m e t r y s y s t e m se t c
I n i t i a t i v e s f o c u s e d o n m i g r a t i n g t o t h e n e w d e l i v e r y e n v i ro n m e n t
P l a n n i n g / D e s i g nI n f r a s t r u c t u r eO u t s o u r c in g
I n i t i a t i v e s f o c u s e d o n i m p l e m e n t i n g t h e v i s i o n
P l a n n i n g / d e s i g nI T C o m p e t e n c y c e n t r e
K e y G r o u p D e c is io n P o in t s
TechnologyAvailability
BusinessOpportunity
Bus Strategy IT Strategy
Processes Content
SOA
Solution Design
andDelivery
Bridging the Gap Between Strategy and Delivery
© 2010 IBM Corporation11
University Zurich – Enterprise IT Architectures
“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
Definition “Enterprise Architecture”
© 2010 IBM Corporation12
University Zurich – Enterprise IT Architectures
Enterprise Architecture
Solution architecture aims to address specific problems and requirements, usually through the design of specific information systems or applications.
Enterprise Architecture is the formal organization (design or layout) of the components, structures and processes required or relevant to the attainment of the goals and visions invested or envisioned in an enterprise.
Enterprise Architecture vs. Solution Architecture
© 2010 IBM Corporation13
University Zurich – Enterprise IT Architectures
So we recognise two different types of IT Architect…
…Are responsible for ensuring the design of IT based business solutions meet the functional and non-functional requirements, within the constraints of budget, time, skills and other givens (such as IT Standards)
“Solution Architects”
…Are responsible for ensuring an IT Organisation approaches the identification, specification and implementation of these IT based business solutions in a co-ordinated and standardised manner, aligned to the Enterprise’s Business and IT Strategies.
“Enterprise Architects”
…Are generally not product specialists, although they must be able to work at a sufficient level of technological detail to be sure their architectures can be implemented.
© 2010 IBM Corporation14
University Zurich – Enterprise IT Architectures
14
Information Systems
Technology
Strategy
Business
Enterprise Architecture
High-level business process blueprintthat supports the strategy
Infrastructure that supports the Information Systems
Define the enterprise strategy, goals and objectives.
Implementation of the business functions in the IT systems
Enterprise Architecture Defined
© 2010 IBM Corporation15
University Zurich – Enterprise IT Architectures
Strategy
Architecture
Dev Program
Architecture
Project PP
Architecture
Design DDesign D
Infra. Proj
Arch
D DD
Enterprise Architecture
Programme Architecture
Infrastructure Architecture
EA provides a context and guidance, keeping everyone “on the same road”
© 2010 IBM Corporation16
University Zurich – Enterprise IT Architectures
“How have we aligned technology investment with our
business objectives?”
“If we change our technology stack, what applications and organizations will be effected?”
Benefits (1): Analyze the Linkage Between Technology and Business, Communicate Actionable Information
© 2010 IBM Corporation17
University Zurich – Enterprise IT Architectures
Focus on Information
needed to make
a decision
What Happens If….?
Benefits (2): Analyze Change to Processes…
© 2010 IBM Corporation18
University Zurich – Enterprise IT Architectures
Enterprise Architecture – Main Aspects
© 2010 IBM Corporation19
University Zurich – Enterprise IT Architectures
Main aspects of an Enterprise Architecture
Enterprise Architecture is between the Business and IT Strategy and the programs and projects to be carried out
Enterprise Architecture includes Business Architecture as well as IT Architecture (which is IS Architecture – Information System – and Technology Architecture)
Enterprise Architecture guides the programs and projects
© 2010 IBM Corporation20
University Zurich – Enterprise IT Architectures
Solution Development & DeliverySolution Development & Delivery
Building blocks, rules, patterns,
constraints
Building blocks, rules, patterns,
constraints
Enterprise Architecture
Models
Enterprise Architecture
ModelsGovernanceGovernanceTransition Planning
Transition Planning
Business Motivation and Strategy (goals,
objective, vision, capability, etc.)
Business Motivation and Strategy (goals,
objective, vision, capability, etc.)
Solution Development & Delivery
Are we still moving in the
right direction?
Are our target architectures
still right?
Are we doing these things the way we said we want
them done?
Project Portfolio Planning
Project Portfolio Planning
These are the things we should do
UPSTREAM: Identifying viable projects that help realize the
enterprise architecture requires a good “map”, capable of portraying
the overall “as is” and “to be”architectural landscape
DOWNSTREAM: Ensuring projects can exploit the architecture’s
“standard components” or building blocks requires each part to be
described and published in an easy-to-use, easy-to-find “catalogue like”
format
This is the way things should be
architected
“Do the right things right”
© 2010 IBM Corporation21
University Zurich – Enterprise IT Architectures
Solution Outline Build Cycle DeploymentMacro Design Micro Design
Solution Outline Build Cycle DeploymentMacro Design Micro Design
Solution Outline Build Cycle DeploymentMacro Design Micro DesignBusiness as
usual projectprioritization & Planning
Work Streams
"These are theThings we Should do”
EARoadmap
BusinessObjectives,,Vision, etc.
EAGovernance
BuildingBlocksBuildingBlocks
Rules & stdconstructionsRules &
std
EAArchitecture
AchievingBusinessObjectives
“This is the waythese things shouldbe architected”
“Things we should do”
“Are we doing these Things the way we saidWe want them done?
“Are our target architectures still
right?”“Are we still moving in the right direction?”
EA is More than Architecture
© 2010 IBM Corporation22
University Zurich – Enterprise IT Architectures
Therefore there are three aspects to implementing an Enterprise Architecture
Implementing the EA
Business
User
Arch Review
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
ArchitectureInitiative
Advise/
Assist
DesignConforms to Architecture?
ArchConformingAlternativeavailable?
Vitality Process
ARB
TRB
DA
Governance
Organisation
Processes
Evaluation & Selection
Architecture
Models
Principles
Enterprise Tech Framework
Business ArchitectureInformationarchitectureComponentarchitecture
Data architecture
IT architecture
Cha
nnel
s
Applications
Common System Services
Inte
rfac
e S
ervi
ces
Sec
urity
Ser
vice
s
Network Services
Platform Services
Syst
em M
anag
emen
t Ser
vice
s
Syst
em &
Infr
astr
uctu
re D
evel
opm
ent
CommonApplication
Services
DataClaim
Transition
Transition Plan
Management Action 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
Reco gnise and r epor prob lem
D iagnose pro blem
Escalat e pr obl em
Anal yse pr obl em
Log P robl em
Cl ose pr obl em
U pdat e cust omer
Resol ve pr oblem
Bypass and/ or f ix
Conf ig. Management
Oper at ions Management
C hange Management
Cal l management
O per ati ons mana gement
Updat e customer
Perf and C apacit y man agement
WAN in frastruc ture
Intranet/Mai l infras tructure
Cus tomer Servic eData Warehous e
Graphica l IS
B.U.
B.U.
Document Management
Systems Management
Middleware
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
© 2010 IBM Corporation23
University Zurich – Enterprise IT Architectures
Enterprise Architecture Methods
Enterprise Architecture methods provide guidelines and templates for the definition of an Enterprise Architecture
Templates are available for Work Products / Artifacts – most of them as described in Architecture Methods
Most popular Enterprise Architecture Methods– IBM – Zachman (www.zifa.com)– TOGAF (www.opengroup.org)
© 2010 IBM Corporation24
University Zurich – Enterprise IT Architectures
Business Architecture
Informationarchitecture
Componentarchitecture
Data architecture
IT architecture
How the business will be run
Logical model of information needs
Automated business functions
Physical model of data
Hardware & software products
”increased focus on a ’Market of one’”
”Customer information will be integrated across all bus units”
”applications will use catalogue services”
”some personal data may be stored locally”
”Business units may use local SAP servers”
Strategy
Source: European Government Agency, 2002
Purpose ofthe layer
SamplePrinciple
A popular way of structuring an EA’s architecture framework: is to adopt a simple layered approach
© 2010 IBM Corporation25
University Zurich – Enterprise IT Architectures
And this structuring is closely followed in IBM’s EA Method through “architecture neighbourhoods”
Business Architecture
Informationarchitecture
Componentarchitecture
Data architecture
IT architecture
Business Architecture IT Architecture
Principles, Policies and Guidelines
Application Function
Model
Placement Guidelines
Data Stores
User GroupsConceptual Enterprise
Technology Framework
Logical Enterprise
Technology Framework
Business Event List
Business Roles and Locations
Process Identification
Enterprise Information
Model
Business Structure
Process/ Data Usage
Strategy
© 2010 IBM Corporation26
University Zurich – Enterprise IT Architectures
© CapGemini, 2005
© John A Zachman
http://www.zifa.com/
http://www.capgemini.com/services/soa/ent_architecture/
The Open Group’s Architecture Framework(TOGAF), UK
All EAs have a “framework” – a means of organizing, managing and communicating the architecture
© 2010 IBM Corporation27
University Zurich – Enterprise IT Architectures
What is TOGAF
TOGAF consists of the following :– Architecture Development Method (ADM)– Enterprise Continuum– Resource Base
The ADM is depicted as the ‘crop-circle’ and represents the core of the TOGAF specification. It is a method for deriving a specific enterprise architecture.
The Enterprise Continuum is a model for structuring a ‘virtual repository’of architectural assets such as patterns, models, & architecturedescriptions.
The Resource Base is a set of ‘good practice’ resources such as guidelines, checklists and templates provided to assist the architect when using TOGAF ADM.
© 2010 IBM Corporation28
University Zurich – Enterprise IT Architectures
Standard TOGAF (currently Version 9)
CapabilityRequirements
CapabilityRequirements
Strategy andDirection
Strategy andDirection
Processes, OrganizationProcesses,
Organization
Application,Systems, BPMS
Application,Systems, BPMS
NetworkInfrastructure
NetworkInfrastructure
PrioritizationPrioritizationPlanningPlanning
ChangeManagement
ChangeManagement
© 2010 IBM Corporation29
University Zurich – Enterprise IT Architectures
Business Architecture
Technology Architecture
Governance
Strategic Gap Analysis
Transition
Enterprise Capabilities
IS Architecture
Current Environment
Proposal and Engagement PlanningClientObjectives
EmergingOpportunities
EA Method Overview – Emphasizing Iterative Approach
© 2010 IBM Corporation30
University Zurich – Enterprise IT Architectures
Enterprise Strategy
Business Operating Environmentand IT Infrastructure
Prog
ram
foc
usEn
terp
rise
wid
e fo
cus
Strategy
Planning
Design and
Delivery
Prog
ram
foc
usEn
terp
rise
wid
e fo
cus
Strategy
Planning
Design and
Delivery
Prog
ram
foc
usEn
terp
rise
wid
e fo
cus
Strategy
Planning
Design and
Delivery
TransitionPlanning Gr ou p IT
Ar c h ite c tu re D e finit ion
Inf r a s tr uc tu r e D e s ig n & P la nn ing
E s ta blis h IT C om pe te n c y C e nt re
E n d U s e r In fr a s tr uc t ur e U pgr a de
Int e r- c om p a ny W AN (im p le .)
Ou ts ou rc e N ew C or e s y s te m s
Ou ts ou rc e H e lpd es k a n d D e s k top
O ut so ur c e n e tw or k
O u ts o u rc in g In it ia t iv e s
C o m p e ten cy C en tre In it ia t iv e s
E le c tr on ic S e r vi ce D e live r y
D a ta W a r eh ous e
C u s tom e r S e r v ic e C e ntr e
W A N inf ras tru ct ureIn tra ne t/M ail inf ra str uct ure
C us tom e r S er vic eDa ta W are ho us e
G ra ph ic al I S
B .U. B .U .
D oc um e nt Ma n ag em en t
S ys te ms M an a ge me nt
Mi dd lew ar e
N E T W O R K
Pl an n in g /D es ig n I n it i at i ve s
In fr as tru ctu re In it ia t iv e s
O th erB u sin ess U n it S ystem sK i osk sTel em etr y sys te m setc
In itia tiv e s f oc us e d on m igr a tin g to the n e w d e liv e ry e nv ir on m e nt
P la nn ing / D es i gnI n f ras truc t u reO uts ou rc i ng
In itia tiv e s f oc us e d on im ple m e n ting the v is io n
P la nn ing / des i gnI T C om pet enc y c en tre
K e y G ro up D ec is io n P o int s
ArchitectureGovernance
TransitionPlanning Gr ou p IT
Ar c h ite c tu re D e finit ion
Inf r a s tr uc tu r e D e s ig n & P la nn ing
E s ta blis h IT C om pe te n c y C e nt re
E n d U s e r In fr a s tr uc t ur e U pgr a de
Int e r- c om p a ny W AN (im p le .)
Ou ts ou rc e N ew C or e s y s te m s
Ou ts ou rc e H e lpd es k a n d D e s k top
O ut so ur c e n e tw or k
O u ts o u rc in g In it ia t iv e s
C o m p e ten cy C en tre In it ia t iv e s
E le c tr on ic S e r vi ce D e live r y
D a ta W a r eh ous e
C u s tom e r S e r v ic e C e ntr e
W A N inf ras tru ct ureIn tra ne t/M ail inf ra str uct ure
C us tom e r S er vic eDa ta W are ho us e
G ra ph ic al I S
B .U. B .U .
D oc um e nt Ma n ag em en t
S ys te ms M an a ge me nt
Mi dd lew ar e
N E T W O R K
Pl an n in g /D es ig n I n it i at i ve s
In fr as tru ctu re In it ia t iv e s
O th erB u sin ess U n it S ystem sK i osk sTel em etr y sys te m setc
In itia tiv e s f oc us e d on m igr a tin g to the n e w d e liv e ry e nv ir on m e nt
P la nn ing / D es i gnI n f ras truc t u reO uts ou rc i ng
In itia tiv e s f oc us e d on im ple m e n ting the v is io n
P la nn ing / des i gnI T C om pet enc y c en tre
K e y G ro up D ec is io n P o int s
ArchitectureGovernance
BusinessArchitecture
ITArchitecture
AEICorporate
YankeeGroup
SaturnGroup
YarnDivision
KnitsDivision
SenecaPlant
RaleighPlant
CashManagement
Shippi ng
Accounting
ComponentDesign
Yarn Buying
Order E ntry
ComponentSchedul ing
YarnDyeing
Inventory
Assortm entP lanni ng
Com ponentKnitting
Tagging & P acking
Business Structure
AEICorporate
YankeeGroup
SaturnGroup
YarnDivision
KnitsDivision
SenecaPlant
RaleighPlant
CashManagement
Shippi ng
Accounting
ComponentDesign
Yarn Buying
Order E ntry
ComponentSchedul ing
YarnDyeing
Inventory
Assortm entP lanni ng
Com ponentKnitting
Tagging & P acking
Business Structure
Business LocationsBusiness Locations
Change Programs
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGro u p I T A rc hi te ctu re D e f in i t i on
I n fra stru c tur e D e s ig n & P l a nn i n g
E sta b l is h IT C o mp e ten c y C e ntre
E nd U s er I nfra s truc tu re U p gra d e
I nte r-c o mp an y W A N ( i m p le . )
O uts o u rce N ew C ore sy s tem s
O uts o u rce H el p de s k a nd D es kto p
Ou tso u rc e ne two rk
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nn ing /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu re
O ut sour ci ngIn itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGro u p I T A rc hi te ctu re D e f in i t i on
I n fra stru c tur e D e s ig n & P l a nn i n g
E sta b l is h IT C o mp e ten c y C e ntre
E nd U s er I nfra s truc tu re U p gra d e
I nte r-c o mp an y W A N ( i m p le . )
O uts o u rce N ew C ore sy s tem s
O uts o u rce H el p de s k a nd D es kto p
Ou tso u rc e ne two rk
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nning /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu reO ut sour ci ng
In itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGroup IT Arc hite cture De fin ition
In fra struc tur e De s ign & Pla nning
Esta b lis h IT Compe tenc y Ce ntre
End Us er Infra s truc ture Upgra de
Inte r-c ompany W AN (im ple .)
O uts ource New C ore sy s tem s
O uts ource H elpde s k a nd D es ktop
Outsourc e ne twork
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nning /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu re
O ut sour ci ngIn itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGroup IT Arc hite cture De fin ition
In fra struc tur e De s ign & Pla nning
Esta b lis h IT Compe tenc y Ce ntre
End Us er Infra s truc ture Upgra de
Inte r-c ompany W AN (im ple .)
O uts ource New C ore sy s tem s
O uts ource H elpde s k a nd D es ktop
Outsourc e ne twork
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nning /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu re
O ut sour ci ngIn itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGroup IT Arc hite cture De fin ition
In fra struc tur e De s ign & Pla nning
Esta b lis h IT Compe tenc y Ce ntre
End Us er Infra s truc ture Upgra de
Inte r-c ompany W AN (im ple .)
O uts ource New C ore sy s tem s
O uts ource H elpde s k a nd D es ktop
Outsourc e ne twork
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nning /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu reO ut sour ci ng
In itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
Soln Outline Macro Design Micro Design Devt, etc.
Programme ArchitectureGroup IT Arc hite cture De fin ition
In fra struc tur e De s ign & Pla nning
Esta b lis h IT Compe tenc y Ce ntre
End Us er Infra s truc ture Upgra de
Inte r-c ompany W AN (im ple .)
O uts ource New C ore sy s tem s
O uts ource H elpde s k a nd D es ktop
Outsourc e ne twork
O uts ou rc ing In itia tiv e s
C om pe te nc y Ce nt re In itia tiv e s
Ele ctr on ic Se rv ice Delive ry
Da ta W a rehouse
Cus tom er Se rvic e Ce ntre
WAN infras tructur eIntra net/Ma il infra struct ureC ustom er Se rviceData Ware house
Graph ical IS
B.U. B.U. Docu ment Manag emen t
Sys tems M anag emen t
Middle ware
N ET W O RK
Pla nning /D e s ign In itia tiv e s
In fra s tr uc ture In it iat ive s
Othe rB us in ess U ni t S yst em sK io sksTe le m et r y s yst em set c
In itia tive s foc us e d on m igra ting to the ne w de liv ery env ironm ent
P lan nin g/ De sig nI nf ra str uc tu reO ut sour ci ng
In itia tive s foc us e d on im ple me nting the vis ion
P lan nin g/ desi gnI T Co mp et ency ce nt re
K ey G ro u p De c i si o n P oi n ts
TechnologyAvailability
BusinessOpportunity
Business Strategy IT Strategy
Enterprise Architecture
Enterprise Capabilities
Business Architecture
IS Architecture
Technology Architecture The EA Consulting Method’s architectural layers
All EAs have a “framework” – a means of organizing, managing and communicating the architecture
© 2010 IBM Corporation31
University Zurich – Enterprise IT Architectures
Res
ourc
esC
apab
ilitie
sPr
opos
ition
sVa
lue
Sell books onlineAttract
people to website
Web-based catalog
Handle e-commerce
Context sensitive
advertising
3rd party order
fulfillment
Offer low pricing
Agreement with Yahoo, Excite, AOL
Scalable Servers
Proactive Notification
System"Associates"
IT SystemBook
DatabaseDistribution
Contract
Distribute through
Premier Online
BooksellerLow Cost Provider
3rd party search
capability
3rd party distribution capability
Convenient Transactions
Large Selection
Web-based search
3rd party web content
Information
Process
Organisation
Technology
Capability
Enterprise Capabilities: Linking Strategy to Architecture(Example Amazon)
© 2010 IBM Corporation32
University Zurich – Enterprise IT Architectures
EA Work Products guide and govern how Solution Work Products are constructed (Same Types of Work Products)
“EA constrains
and co-
ordinates the
construction of IT based business systems”
Use Case Model
Non-fn Rqts
Context Diagram Arch Over
Diagram
Component Model
Operational Model
Deployment Units
Requirements
Architecture
Reference Architectures
Viability
Enterprise Architecture
UserArchitecture
ApplicationArchitecture
DataArchitecture
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
UserArchitecture
ApplicationArchitecture
DataArchitecture
POLICY
Producer CompensationClaimant Claim Business PartnersProducerService Providers
Policy FinancialsInsured Objects Insurance ProductPolicy
Training, Education, AdviceThird Parties InquiriesLegal & Recovery ActionsExternal Agencies
Claim
Sponsoring OrganizationMarket ProspectsInsured PartyBusiness Plans
Info Objects
Business Architecture
Corporate StrategyFinance & PlanningHuman ResourcesInformation SystemsPurchasing & Supply
Marketing& Sales
Technical Operations
FlyingOperations
CustomerService
ManageCargo
DevelopProducts
Develop Schedules
Distribute Products
ManageAgency Sales
ManageAlliances
ManageAeroplane
ManageAircraft Seat Inventory
Perform Base Maintenance (A/C)
Perform Line Maintenance
MaintainEngines
MaintainComponents
Manage Materials & Service
Plan Crews
ScheduleCrews
ManageIn- flightService
ManageDay-of-flightOperations
ServiceReservations
Process PAX at Airports
Process Baggage
ManageAirport SystemsOperations
Perform Base Maintenance (contract)
Financial Planning & Reporting Manage
Labour Contracts
IT Architecture
ArchitectureTechnology
© 2010 IBM Corporation33
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Enterprise Architecture – Business View
© 2010 IBM Corporation34
University Zurich – Enterprise IT Architectures
Example Business Context
© 2010 IBM Corporation35
University Zurich – Enterprise IT Architectures
Step 2: Define a Service Model • Identify your services based on your business components• Specify the services and components accordingly• Make SOA realization decisions based on architectural
decisions
Step 3: Implement a Service Model• Develop a service-oriented architecture to support the
Componentized Business • Implement service based scoping policy for projects• Implement appropriate governance mechanism
Step 1: Break down your business into components• Decide what is strategically important, and what is just
operations in the value chain domains• Analyze the different KPIs attached to these components• Prioritize and scope your transformation projects
Business Components
(CBM)
SOA Realization
ServiceModeling(SOMA)
Business-Aligned IT Architecture
Recap: Approach for SOA
© 2010 IBM Corporation36
University Zurich – Enterprise IT Architectures
Control
Execute
Direct Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Production Administration
Product FulfillmentSales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
Customer Dialogue
Contact Routing
StaffAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio Planning
Account Planning Sales Planning Fulfillment
Planning
Fulfillment Planning
A Business Component is a part of an enterprise that has the potential to operate autonomously, for example, as a separate company, or as part of another company.
Columns are Business Competencies, defined as large business areas with characteristic skills and capabilities, for example, product development or supply chain.
An Operational Level characterizes the scope of decision making. The three levels used in CBM are direct, control and execute. Direct is about strategy, overall
direction and policy. Control is about monitoring,
managing exceptions and tactical decision making
Execute is about doing the work
Component Business Model (CBM) – Definition (1)
© 2010 IBM Corporation37
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Business Component
Activities
Resources
Applications
Infrastructure
Business Purpose Business Services
Com
ponent Governance
Each business component has differentiated capabilities
Each business component defines and decides on the use of all resources needed to perform the defined activities
Each business component has a governance structure within which it manages its activities
Each business component has business services which form the interfaces to other business components
Business Component Elements
A component is a business in microcosm. It has activities, resources, applications, infrastructure. It has a governance model. It provides goods and services (business services)
CBM – Definition (2): The building block of a component business model is a ‘business component’
© 2010 IBM Corporation38
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CompetitiveDifferentiated
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales PlanningFulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
Competitive
Target Competency
Base
Differentiated
Domain Decomposition– Component Business Modeling for JKE
© 2010 IBM Corporation39
University Zurich – Enterprise IT Architectures
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product Fulfillment
Sales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales PlanningFulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
Competitive
Target Competency
Base
Differentiated
M H
M L
M L
H L
L L
M LL L
L H
M M
M L
M L
HL
M H
M L
M L
M L
M L M L
M L M L
M L
L M
L M
L MM L
M
L H
H
H H
M L
M LM L
Investment Review
ContributionCost
(H, M, or L)
“Hot”Component
Cost control opportunity
Cost control opportunity
Cost control opportunity
Revenue/Profit improvement opportunity
Domain Decomposition– Component Business Modeling for JKE
© 2010 IBM Corporation40
University Zurich – Enterprise IT Architectures
CBM and IT Systems Coverage for JKE
Control-ling
Executing
Directing Business Planning
Business Unit Tracking Sales
ManagementCredit
AssessmentReconciliation
Compliance
Staff Appraisals
Relationship Management
Sector Management
Product Management
Product Administration
Product FulfillmentSales
Marketing Campaigns
Product Directory
Credit Administration
Customer Accounts
GeneralLedger
Document Management
CustomerService
Collections
AccountAdministration
BusinessAdministration
New Business Development
Relationship Management
Servicing & Sales
Product Fulfillment
Financial Control and Accounting
Sector Planning Portfolio PlanningAccount Planning Sales Planning Fulfillment Planning
Fulfillment Monitoring
Purchasing
Branch/Store Operations
DifferentiatedCompetitive
Target Competency
Base
Investment Review
ContributionCost
(H, M, or L)
“Hot”Component
M H
M L
M L
H L
L L
M LL L
L H
M M
M L
M L
HL
M H
M L
M L
M L
M L M L
M L M L
M L
L M
L M
L MM L
M
L H
H
H M
M L
M LM L
Siebel
Marketing
Remote Sales
Risk management Collections ARSAP
Customer ODSOrdering / Billing
gaps over-extension
duplication
© 2010 IBM Corporation41
University Zurich – Enterprise IT Architectures
Key Performance Indicators for JKE
– Account AdministrationAutomate the manual tasks for creating and administering
accountsDecrease cost of account activation by 50%
– Credit AdministrationDesign and build optimized services to support converged
organizationNegotiate better prices with our vendors taking advantage of our
combined sizeDecrease negotiated cost (Vendor volume discounts) of credit
report retrieval by 20%Automate 75% of all credit report retrievals
Implement consistent business rules to manage riskDecrease number of credit report retrievals by 10%
– …
© 2010 IBM Corporation42
University Zurich – Enterprise IT Architectures
Business Goals
Key Performance Indicators
Key Performance Indicators (KPIs) are used to define a metric (simple or composed measurable unit) that measures of much the service implementation fulfills the initial requirements (business goal)
Each Business Goal that is going to be realized with a specific service implementation should have an associated KPI.
Business Goals and Key Performance Indicators
© 2010 IBM Corporation43
University Zurich – Enterprise IT Architectures
Dynamic Infrastructure –Cloud Computing
© 2010 IBM Corporation44
University Zurich – Enterprise IT Architectures
A user experience and a business model Cloud computing is an emerging style of IT delivery in which applications, data, and IT
resources are rapidly provisioned and provided as standardized offerings to users over the web in a flexible pricing model.
An infrastructure management and services delivery methodology Cloud computing is a way of managing large numbers of highly virtualized resources
such that, from a management perspective, they resemble a single large resource. This can then be used to deliver services with elastic scaling.
Monitor & ManageServices & Resources
CloudAdministrator
DatacenterInfrastructure
Service Catalog,ComponentLibrary
Service Consumers
Component Vendors/Software Publishers
Publish & UpdateComponents,Service Templates
IT Cloud
AccessServices
What is Cloud Computing?
© 2010 IBM Corporation45
University Zurich – Enterprise IT Architectures
Cloud-onomics
=
CLOUD COMPUTING
Cost
…leveraging virtualization, standardization and automationto free up operational budget for new investment.
VIRTUALIZATION +STANDARDIZATION AUTOMATION+ Flexibility
© 2010 IBM Corporation46
University Zurich – Enterprise IT Architectures
Major Factors Driving Cloud-onomics
Virtualization of Hardware
Standardization of Workloads
Utilization of Infrastructure
Automation of Management
Virtualized environments only get benefits of scale if they are highly utilized
Drives lower capital requirements
More complexity = less automation possible =
people needed
Take repeatable tasks and automate
Labo
r Lev
erag
eIn
fras
truc
ture
Lev
erag
e
© 2010 IBM Corporation47
University Zurich – Enterprise IT Architectures
The key ingredients of Cloud Computing
High Quality User Experience
Easy access to “best in class”functions
Flexibility and choice
Lower costs Enhanced
security and reliability
Rapidly Provisioned
Significantly Improved Supply Economics Lower
operating costs via standards and automation
Improved capital efficiency
Rapid, flexible services enhancements
Enabling Technology
Open, standards-based Common components and
processes Elastic scaling and fault recovery
Enabled by dynamic Infrastructure
Compute Storage Network
Cloud Services
Changes in Consumption
Changes in Delivery
User provisioned Self service model Tiered, flexible pricing
Standardized offerings Virtualized and automated
© 2010 IBM Corporation48
University Zurich – Enterprise IT Architectures
Cloud Computing Delivery Models
ORGANIZATION CULTURE GOVERNANCE
Flexible Delivery Models
Public …•Service provider owned and
managed.•Access by subscription.•Delivers select set of
standardized business process, application and/or infrastructure services on a flexible price per use basis.
Private …•Privately owned and
managed.•Access limited to client
and its partner network.•Drives efficiency,
standardization and best practices while retaining greater customization and control
Cloud Services
Cloud Computing Model
.… Customization, efficiency, availability, resiliency, security
and privacy
.…Standardization, capital preservation, flexibility and
time to deploy
Hybrid …•Access to client, partner
network, and third party resources
© 2010 IBM Corporation49
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Infrastructure as a service(virtualized servers, storage, networking)
Applications, Processes and Information as a service
Software platforms as a service(optimized middleware – application servers,
database servers, portal servers, etc.)
Public Clouds(provider - Internet) Private Clouds
(data center - Intranet)Hybrid Clouds(public and private)
Services
Cloud Computing Deployments and Services Models
© 2010 IBM Corporation50
University Zurich – Enterprise IT Architectures
Lifecycle of a Cloud Service
Defin
ition
Offe
ring
Subscription &
InstantiationProduction
Termination
IBM / ISV /IT Dept
Subscriber (e.g. Line of Business)
Administrator / SLM
Service Template Definition
•Create Build- and Management Plans for Service
Service Offering Creation & Registration
•Define Service based on Template and register it in the Catalog
Service Catalog Manager
Service Offering Subscription & Instantiation
•Select Service, specify parameters and SLA’s•Automatically instantiate the Service
Subscriber (e.g. Line of Business)
Service Instance Termination
Destroy Service and free up resources
CloudServiceCloud
Service
Ensemble Hardware Ensemble Hardware
System z Ensemble Power Ensemble System x Ensemble
Ensemble Hardware
Virtualizers (e.g. z/VM) Virtualizers (e.g. PHYP) Virtualizers (e.g. Xen)
Individual Servers Storage Ensembles
App
App
Man
agem
ent
LPA
R /
VM
…
App
App
App
App
Man
agem
ent
LPA
R /
VM
…
App
App
App
App
Man
agem
ent
LPA
R /
VM…
App
App
OS OS OS OS OS OS
Manual or Autonomic Execution of Management Plans leveraging Automation and Virtualization
Ensure SLA Conformance
© 2010 IBM Corporation51
University Zurich – Enterprise IT Architectures
End User Requests
& Operators
…
Service Request & Operations
Design & Build
Image Library(Store)
Deployment
OperationalLifecycle of Images
IT Infrastructure & ApplicationProvider
ServiceCreation & Deployment
Virtual ImageManagement
Service CatalogRequest UI
Operational UI
Optimized Middleware(image deployment, integrated security, workload mgmt., high-availability)
Service Oriented Architecture Information Architecture
User Request Management/Self Service Portal
Security: Identity, Access, Integrity, Isolation, Audit & Compliance
Non-Traditional IT Asset
ManagementLicense
Management
Image Lifecycle Management
Provisioning/Usage
Accounting
Performance Management
Availability/Backup/ Restore
Service Lifecycle Management
Service Management
Virtual Resources & Aggregations
SMP Servers Network HardwareStorage ServersSystem Resources
Blades Storage
Virtualized Infrastructure
Server Virt. Storage Virt. Network Virt.
Architectural Model for Cloud Computing