june 2, 2015 (c) chartwell 20011 presentation to irmac use of the zachman framework for enterprise...

April 18, 2023 (C) Chartwell 2001 1

Presentation to IRMAC

Use of the Zachman Framework for Enterprise Architecture

and

Business Architecture


Agenda• Introduction• Enterprise Architecture

– Enterprise Architecture Context– Examples of Architectural Models– Two interpretations of Enterprise Architecture– Implementing an Architecture program– Zachman and Enterprise Architecture

• Business Architecture– Business Architecture in Ontario Public Sector– Key Business Artifacts – The Business Architecture Function– Business Architecture Implementation

• Conclusion• Q & A


INTRODUCTION


About Us

• Sandy McBride– Chartwell Partner– Architecture Practice Leader– 20+ years in IT

• John Bruder– Senior Consultant – 15+ years in IT– Business Architecture practitioner


About Chartwell

• Founded in 1984

• Initial focus - Information Resource Management

• Evolution:– IT Strategic Planning– Business Modeling….Business Architecture– Information, Application and Technology

Architecture


About Chartwell• Evolution (cont’d)

– IT Methods, Standards, Tools– IS High Performance Program

• IT Function - Organization and Job Design• IT Function - Process Improvement• IT Function - Performance Management• IT Function - support systems & tools

– Business Intelligence services– Application Integration services– Program Management services

• Future– IT investment portfolio management


Enterprise ArchitectureContext


IT Planning and Architecture in Context

BusinessPlanning

BusinessPlanning

IT StrategicPlanning

IT StrategicPlanning

IT Systems& Technology

Delivery

IT Systems& Technology

Delivery

BusinessArchitecture

AutomationArchitectures

ALIGNMENT

IMPACT

SCOPE

REFINEMENT


Traditional automation barriers

RepresentationRepresentation

ConstructionConstruction

OperationOperation

Change- methods- tools- skills- data

Change- methods- tools- etc.Again


Technical promise of architecture: the model is the enterprise

RepresentationRepresentation

ConstructionConstruction

OperationOperation


Business promise of architecture

“When people understand the vision

and larger tasks of their enterprise,

and are given the right information,

resources and responsibilities,they will ‘do the right thing!’”

- W. C. Hansen The Integrated Enterprise


The “architecture” of a complex thing:

• Its essential structure

• Its overall design

• The orderly arrangement of its parts

• The way its components fit together

Architecture consists of the pieces of the puzzle!Design is the picture on the puzzle box!


Architect vs. Designer• Defines a formal model to

represent the whole problem space

• “Populates” the model to define the problem space architecture

• Defines logical constraints -design standards, rules, etc.

• Is “whole system forever” oriented

• Solves a problem in the

problem space

• Uses the architecture to

create a design

• Works within constraints

• Is problem and solution-

oriented


Architectures achieve success by enabling design success

Develop multi-service concepts, e.g. “treat the person, not the disease”

Align social/business goals and services with public/market needs

Policy/Strategy Design

Create multi-purpose processes, resources, roles, e.g. “one-stop, one window service”

Align accountabilities, processes, motivations, performance measures, etc. with business goals

Work Design

Build multi-purpose components, e.g. “integrated financial system”

Align automated capabilities with business needs

Automation Design

Integration Goals(common means)

Alignment Goals(common ends)

Examples


Recognized realms of architecture

(Key parts needing orderly arrangement)• Information (data entities)• Applications (business logic)• Technology (technology components)

– Network (network technology components)

• Security (security components)• Business (processes)

– Work (processes)– Organization (roles & responsibilities)– Policy (business rules)

AutomationArchitectures

BusinessArchitecture


Examples of Architectural Models


ClientOrganizations

Outcomes

IndividualClientsOutputs

Governance

ProviderOrganizations

Authority

AccountabilityRoles

Responsibility

Model of a problem space, e.g a public sector agency

Usedin

Deliver

Accomplish


Plan Project Demand for Human ResourcesDefine Objectives & Strategies for ManagementDefine Position SpecificationsDefine Performance TargetsDefine Resources Required for Management

Acquire Develop Job RequirementsDevelop Job Qualifications Recruit Negotiate Job Performance ContractOffset Risks Related to Work

Use

Assign to JobRecord ActivitiesPayDevelop SkillsCounselRecognize AchievementsMediate Contract DisputeAccount for Utilization

Dispose Transfer Terminate

Populating the model to create a fragmentof the “process architecture”


NeedsClients

Services

Processes

Workflow

Organization

Roles

Locations

Domains

Nodes

InfrastructureComponents

Applications

Databases

Strategy/PolicyRealm

AutomationRealm

Another model of apublic sector enterprise

Resources

Interfaces

WorkRealm


A Private Sector Enterprise Model

Markets/Clients

Services/Products

Processes

InformationSubjects

Organization

Locations

Domains

Nodes


Applications

Databases

Business Model

(extended)

TargetArchitectures

Resources

Interfaces

BusinessTrends

BusinessGoals

BusinessStrategies

Business Plans

Suppliers

Roles

Workflow


Technology Integration Model

Application and Data

Infrastructure Services

Base Platforms

Systems Management

Security Services

Presentation Logic

Business Logic Data

Presentation Services

Application Services

Data Services

Distributed Services (Middleware)

Network

System Software

Hardware

Systems Components and Services

“a structure for classifying and selecting the real-world products and technologies the enterprise will use to construct its systems”


Transact PatternsTransact Patterns

1-Tier Transact1-Tier Transact

ServerClient

Screens and Keystrokes

ServerServerClientClient

Screens and Keystrokes

ServerClient

Rows (SQL)

ServerServerClientClient

Rows (SQL)

2-Tier Transact2-Tier Transact

3/N-Tier Transact3/N-Tier Transact

ServerClient

Rows(SQL)

Requests

Server ServerServerClientClient

Rows(SQL)

Requests

ServerServer

Publish PatternsPublish Patterns

Client/Server PublishClient/Server Publish

Data ServerClient

Rows (SQL)

Data ServerData ServerClientClient

Rows (SQL)

Web PublishWeb Publish

Data ServerClientWeb

Server

PagesFiles, Rows

Data ServerData ServerClientClientWeb

ServerWeb

Server

PagesFiles, Rows

Stream PublishStream Publish

Client Server

Data Server

Audio/Video Stream

Files

ClientClient Server

Server

Data ServerData Server

Audio/Video Stream

Files

Real-Time CollaborateReal-Time Collaborate

Server

Text, Audio, Video Stream

Client ClientServerServer

Text, Audio, Video Stream

ClientClient ClientClient

Store and Forward CollaborateStore and Forward Collaborate

Data ServerClient

Documents, Files

ClientData ServerClientClient

Documents, Files

ClientClient

Structured CollaborateStructured Collaborate

Client ClientApp/Data Server

Documents, Files

ClientClient ClientClientApp/Data Server

Documents, Files

App/Data Server

Documents, Files

Collaborate PatternsCollaborate Patterns

Future State Technology Architecture: Patterns and Architectures - Meta Group

“Starter Kit”

Start with ……...Start with ……...

Done

TBD

TBD TBD

TBD

TBD?

……...…. adapt to support your business...…. adapt to support your business


Two Interpretations of Enterprise Architecture


Two interpretations of enterprise architecture

• Enterprise-wide technology architecture (EWTA)– “Business” architecture serves automation

needs

• Architecture of the enterprise (EA)– Business architecture serves business

needs as well as automation needs


What is EWTA trying to accomplish?

• More responsive automation services through better engineering of parts and components– Re-usable components (lower cost, higher quality,

faster time to service, longer life in service)

• More effective automation– Rapid and continual re-alignment of systems

capabilities as business needs change

• More automation– Automation playing larger and larger role in

business operations


What is EA trying to accomplish?

• More agile enterprise through engineering of parts for re-use and multi-use– E.g. know-how, policies, processes, organization

structure, roles, jobs, skills, etc.

• Better alignment of all business units with common goals

• Better integration of all resources and capabilities of all business units (not just automation)


What are the drivers for architecture?

•eBusiness•eCommerce•ESD

•High cost and risks of dis-integrated information•Responsiveness to change

•Exploding complexity of technology•Proliferation of technology

•Exploding investment in technology•Life cycle cost•Inflexibility

EWTA

EA

Traditional New


Portal rule-of-thumb

30 day releasecycle for portal

changes

60 day releasecycle for workflow

changes

90 day releasecycle for database

changes


Implementing an Architecture Program

Key Considerations


Architecture Development - Approaches

• Top Down– Enterprise-wide IT Strategic Architecture

Planning

• Incremental– Develop Architectures as part of major IT-

enabled change initiatives


Architectural Methodology

© 2000 META Group Inc., Stamford, CT, (203) 973-6700, metagroup.com 9

Enterprise Architecture ProcessModelEnterprise Architecture ProcessModel

Enterprise Architecture Governance and Evolution, Organizational Impact, & Communication

• Change Projects• Information Projects• Application Projects• Technology Projects

Environmental TrendsEnvironmental TrendsEnvironmental Trends

OrganizeArch.Effort

OrganizeOrganizeArch.Arch.EffortEffort

BusinessVisioningBusinessBusinessVisioningVisioning

Define/RefineEBA

Define/Define/RefineRefineEBAEBA

Define/Refine

EIA

Define/Define/RefineRefine

EIAEIA

Define/RefineEWTA

Define/Define/RefineRefineEWTAEWTA

Define/RefineEAP

Define/Define/RefineRefineEAPEAP

Document Current EnvironmentDocument Current EnvironmentDocument Current Environment GapAnalysis

GapGapAnalysisAnalysis

MigrationPlanning

MigrationMigrationPlanningPlanning

ImplementationPlanning

ImplementationImplementationPlanningPlanning

The process model provides the framework forreconciling standards efforts and enterprise initiatives

The process model provides the framework forreconciling standards efforts and enterprise initiatives


General governance model for change initiatives

StrategicPlanning

EnterpriseArchitecture

ProjectManagement

(Office)

Projects

Directional Coherence

Design Coherence

Logistics Coherence


Services of an operational architecture function

• Supply standards & guidelines for designers• Supply re-usable components for designers• Supply design assistance• Provide awareness & training to business and IT• Supply methods & tools for designers• Provide quality assurance and compliance testing• Provide stewardship of the architectures and designs

(repository services)


Architecture compliance process

Project demonstrates effectiveness of design (or lessons learned)

Implementation

Project demonstrates efficiency of designPhysical Design

Project demonstrates integration of business and automation design

Logical Design

Project demonstrates alignment of business and automation design

Conceptual Design

Identify component overlaps and linkages with other projects

Project Context, Objectives & Scope


Critical questions…

• Where are the architect’s sources of authority for standards and approaches?– i.e. “commonly accepted architecture procedures”

• Where are the architect’s sources of authority for the architecture once created?– Sponsorship– Artifact ownership and management


Zachman and Enterprise Architecture


e.g. DATA

ENTERPRISE ARCHITECTURE - A FRAMEWORK

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

Builder

ENTERPRISEMODEL

(CONCEPTUAL)

Designer

SYSTEMMODEL

(LOGICAL)

TECHNOLOGYMODEL

(PHYSICAL)

DETAILEDREPRESEN-

TATIONS (OUT-OF

CONTEXT)

Sub-Contractor

FUNCTIONING

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

Planner

Owner

to the BusinessImportant to the Business

What How Where Who When Why

John A. Zachman, Zachman International (810) 231-0531

SCOPE(CONTEXTUAL)

Architecture

e.g. STRATEGYENTERPRISE

e.g. Business Plan

TM


The Zachman Framework classifies the details of an underlying model of the enterprise into an

enterprise architecture.

Sc o p e

Pla nne r

O ut o f C o nte xtFunc tio ning O rg iniza tio n o rPro d uc t

De ta ile dRe p re se nta tio ns

Sub c o ntra c to r

Te c hno lo g yM o d e l

Build e r

Syste mM o d e l

De sig ne r

Ente rp riseM o d e l

O wne r

Da ta

Wha t

Func tio n

Ho w

Ne two rk

Whe re

Pe io ke

Who

Tim e

Whe n

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

M o tiva tio n

Why

The Public

Outcomes

Individuals &Organizations

Outputs

Governance


Authority

AccountabilityRoles

Responsibility


Information & TechnologyArchitectures

Business architecture drives automation architectures

NeedsClients

Services

Processes

Workflow

Organization

Roles

Locations

Domains

Nodes


Applications

Databases

Resources

Interfaces

Artifact standards guide architecture developmentTransformation standards maintain architectural integrity


EIA FRAMEWORK INFORMATION PROCESS NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


DataArchitecture

More Zachman classification of IT architectures


EIA FRAMEWORK INFORMATION NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


ApplicationArchitecture


PROCESS



CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


TechnologyArchitecture


PROCESS



CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL

Zachman Framework does not prescribe sequence of Architecture Development

- Slivers and SlicesPROCESS

= slice = sliver


What is Business Architecture

• A formal way of describing the key components of your business (current or future) and their relationships– Sample components include:

• Services, Products, Markets, Processes, Resources, Organization, Performance Measures, Locations, Business Cycles

– Sample relationships include:• Services to processes (value chain)• Processes to organization (role-responsibility)

• Simplifies the understanding of an enterprise by breaking it down into manageable chunks and relationships

• An asset: an authoritative source of business knowledge that is used by many parties for different purposes



CONTEXTUAL

CONCEPTUAL

LOGICAL

PHYSICAL

COMPONENTS

FUNCTIONAL


Business Architecture versus Zachman Framework

PROCESS

Each cell contains one more specified artifacts


Artifact Definitions

• One or more artifacts must be specified for each cell in row 1 and row 2 – Based on general business metamodel

• Artifact specifications and standards include– Format of artifact (e.g. indented list, matrix, map)– Description, Purpose– Inclusion Criterion– Profile information


Business Architecture in Ontario Public Sector


Ontario Public Sector Business Architecture

• 1996 OPS formulated shared services strategy and common approaches I.e. technical components

• Key recommendation was to address IT architecture on OPS-wide basis

• 1997-1998 early work was done, decision to use Zachman framework

• Chartwell was selected to lead the development of the application of the Zachman framework to OPS – Definition of all architectural deliverables

– Overall architectural process - methods , governance

– Developing “shared” and “common” content for many aspects of the architectures


Ontario Public Sector Business Architecture

• Chartwell has since led several OPS business architecture assignments including:– Ministry of Education– Water Management Architecture– Integrated Service Delivery – Recorded Information Management– Office of the Public Guardian– Ministry of Health


Key Business Artifacts


Public Sector Row 1 & 2 Artifact Examples

What? (Column 1)– Row 1

• Resource Types

– Row 2• Semantic Model

How? (Column 2) – Row 1

• Programs / (Markets - Line of Business)

• Services / (Product Lines)

– Row 2• Process Model (Value Chain)

Where? (Column 3)– Row 1

• Locations• Geographic Areas

– Row 2• Logistics Model

Who? (Column 4)– Row 1

• Roles• Individuals and Orgs.

– Row 2• Workflows

When? (Column 5)– Row 1

• Business Cycles and Events

– Row 2• Master schedule

Why (Column 6)– Row 1

• Client Needs • Mandate, Strategy, Goals • Statutes

– Row 2• Performance Model


ClientOrganizations

Outcomes

IndividualClientsOutputs

Governance


Authority

AccountabilityRoles

Responsibility

Meta-Model of Public SectorKey Artifacts

Usedin

Deliver

Accomplish


Key ArtifactPrograms (Row 1, Column 2)

• Programs specification includes:– Target group

– Target group needs

– Government goals

– Strategy Model

– Program Accountability

• Programs create context for service delivery and design• Programs can be grouped together based on affinity between

target groups and needs• Program concept is very close to private sector concept of line

of business focused on a target market


Individuals

Women

AbusedWomen

Safety

Freedom fromViolence

Freedom fromDomestic Violence

Target Group“Hierarchy” Needs “Hierarchy”Strategy Policy Model

Prevention:Focus on abuser

Treatment:Focus on victim

Abused Women Program

ServicesHousingFinancial assistanceCounselingVocational skills training

Program attaches social mandatesin terms of will of the electorate toaddress this need, and social goalin terms of trends in level of needin target group.

GoalsReduced frequency of abuse recurrence


Enterprise Context for Public Services

Ontario Government

“Service Provider”

PartnerAgent

The Public

“OPS” View “Service Consumer”


Public

Services

Public

Services

LEGACY VIEW

“Partner” View

“Service Consumer”

Public

ServicesThe Public

TARGET VIEW


“Public Clients”

Ontario Government&

Partners & Agents


Key ArtifactPublic Service (Row 1, Column 2)

Public Services :• Provides a discrete, measurable deliverable to a public client • Provides perceived value to a public client• It is independent of other public services• Is not administrative in nature• Does not provide support to an internal party (Ministry staff, other

ministries, etc.)• Public services are “classified” under standard patterns to support

“pattern discovery” across Ministry and program boundaries• Note: We make a distinction between public services and “internal

services”


Public Service Specification

Public service specification includes:• Service Name• Service description• Service delivery unit• Associated roles:

– Client, Delivery partner, stakeholders

• Performance metrics– Quality, Efficiency, Effectiveness


Service Example• Name: Abused women housing provision

• Description: The abused women housing provision service provides temporary housing for women escaping domestic violence

• Delivery Unit: One placement

• Associated Roles:– Client - abused woman (links to program)– Delivery Partner - housing provider

• Performance Metrics– Unit cost per placement (efficiency)– Provision compared to standards (quality)

– Impact of housing placement on overall abuse statistics (effectiveness)


Program/Service Relationships

Program A Program B

Service 1

A service contributes to a program’s goals by providing a valuable outputto eligible members of the program’s recognized target group, meeting a

recognized need. Well-designed services meet multiple needs of multipletarget groups in multiple programs.


Internal Services are Consumed by Internal Customers

Systems Services

Human Resources Services

Financial Services

Internal Services observe the Service Output Principlebut service outputs always relate to types of resources!


Key ArtifactPublic Service process models

(Row 2, Column 2)• Process model identifies key processes associated with services• Types of processes included with services include:

– Planning – Acquisition– Use (Customer contact / delivery) – Monitoring & Managing

• A public service provider may outsource one or more of these processes

• Services of “like-type” tend to have common patterns e.g. training service, commodity distribution– The use of these patterns supports creating quick “strawmen”

supporting “edit mode” with client


Service Value Chain Example (Row 2, Column 2)

Personal Care ProvisionPlan

– Project demand– Define service objectives & strategies– Define service performance targets– Define resource requirements

Acquire– Determination of qualified personal

care provider– Develop service delivery schedule– Allocate resources to delivery

schedule– Notify clients of service delivery

schedule– Promote personal care service– Offset risks attributed to personal care

Use– Receive request for personal care– Qualify request– Open case– Assess personal care case rqts– Assign resources to case– Develop / modify personal care schedule– Schedule appointments– Provide personal care – Process complaints attributed to service

Monitor– Monitor service performance– Monitor achievement of service objectives – and strategies


Key Artifact Performance Model Example (row 2, Col

6)EfficiencyMeasures

Output ValueInput Cost

QualityMeasures

Comparisonto Standards

EffectivenessMeasures

Contributionto Higher Goal

Metric

CapacityCapacityCapacityAccidentReportingSystem

System costper accident

reported

Systemaccuracy &timeliness

Systemcapabilities

Resource

CapacityCapacitySite Visit Average costper site visit

Site visitcompleteness &

timeliness

Site visitingcapabilities

Process

SafetyCertification

Average costper certification

Certificationaccuracy &timeliness

Service CapacityCompliance& Accident

trends

WorkplaceSafety

Total costper capita

Meeting publicexpectationsProgram

Workplacesafetytrends

Def’n


Resource Performance Measures

Process Performance Measures

Service

Performance Measures

Program

Measures

Business Architecture Provides CommonFramework For Performance Measurement


Key ArtifactSemantic Model (Row 2, Col 1)

• Describes overall structure of domain• Shows key relationships between artifacts

across columns• Set foundation for common understanding

and data architecture


Key ArtifactSemantic Model (row 2, col 1)

CoreBusinesses

(C 6-W hy)

Rules(C 6-W hy)

providefram ework

for

Goals andStrategies(C 6-W hy)

definenature of

Programs(C 2-H ow)

defineterm s of

fund

Services(C 2-H ow)

address

Clients(C 4-W ho)

Partners(C 4-W ho)

Stakeholders(C 4-W ho)

Locations(C 3-W here)

GOOrganizations

(C 4-W ho)

respon-sible for

adm inister

Resources(C 1-W hat)

found at

providedat

constraindelivery of

BusinessCycles

(C 5-W hen)

BusinessEvents

(C 5-W hen)

determ inetim ing of

triggerdelivery of

providedby

im pactNeeds

(C 6-W hy)

experiencedby

Individuals(C 4-W ho)

Organizations(C 4-W ho)

are involvedas

deliverservices as

receiveservices as


The Business Architecture Function


Value of Business Architecture

• Business Improvement – Supports impact assessment of change initiatives– Ensures integration of policy, work and automation design– Foundation for clarifying roles and responsibilities– Foundation for performance management

• Strategic and Operational alignment– Common planning framework and language links all business areas and

functions– Supports alignment of strategic and operational views– Ensures flexibility for ongoing change

• IT planning and design– Supports development of business-driven automation architectures– Supports development of integrated applications and databases


Business Architecture - value proposition - 1

• To the CIO business architecture supports:– alignment of the IT function with the business– identification of IT-enabled (and other) business

process improvement opportunities– identification of data and application integration

opportunities– identification of opportunities for IT to contribute to

business strategy, by extending the reach of the enterprise

• e.g. electronic service delivery, electronic supply chain


Business Architecture - value proposition - 2

• To the executive responsible for an enterprise, or for business integration, business architecture integrates:– Policy, program, line-of-business, service design– Business process re-design– Performance management model design

• Plus:– Job design– Organization design


Business Architecture Value Proposition 3

• To a project manager responsible for managing a large project – Project scoping and planning– Impact analysis– Project portfolio sequencing and analysis– Resource requirements– Library of reusable patterns


Business Architecture Links Strategic and Operational Business Views

Services

Enterprise

Marke

ts -

Line

of

Busin

ess

Resources

Activities

Organ

izatio

n

Strategic View

Operational View

AlignmentWhat dowe deliver?

Who are we? What groups do we target?

What activitiesare required to

deliver the service?Who

does what?

What resources

are needed


Business Architecture Supports Planning & Change Management

Target Bus Arch.

Resources

Processes

Organ

izatio

n

Requires

Services / Product Lines

Enterprise

Prog

ram

s

/ Mar

kets

Strategic Direction

Plan and Define

Corporate Initiatives

Resources

Activities

Org.

Resources

Activities

Org.

Design Build and Operate

Resources

Activities

Org.

Resources

Activities

Org.

Services

Resources

Processes

Organ

izatio

n

Current Bus Arch.

Requires

Strategic

Operational

Enterprise

Prog

ram

s

/ Mar

kets

Services / Product Lines


Business Architecture Challenges

• The discipline of formal language e.g. services, programs, clients– Client may already have a ‘set of services’ defined

• Perception that business architecture “Slows things down” and adds to cost

• Perception that architecture is technical and owned by IT

• No generally accepted standards for business architecture

• Business Architecture tends to be iterative and ongoing


Critical Success Factors

• Both business and technical staff need to understand the role of business architecture and business architects

• Business needs to expect results, and technical staff need to focus on the delivery of value from architecture

• Acceptance that business architecture is an evolving discipline

• Creation of strong alignment between business and technical architecture


Enterprise Architecture Organizational Capability Maturity Model

(CMM)

NoStandard

Framework

Independent Project

Frameworks

Multi- Project

Alignment

Change Manage-

ment

Wide- Spread Multi- ProgramRe-Use

•Business architecture exists in context of larger maturity model • Business architecture and I&IT architecture capability maturity may evolve at different rates• Methodology maturity is also evolving


Business Architecture Implementation

Key Considerations


Business Architecture Planning Considerations

– What constitutes the enterprise?– Trade-off between top-down business architecture and change initiative driven? – Is focus on as-is model , or to-be , or both?– What level of detail is required? Support for planning or design? – Who are the primary stakeholders ? Sponsor?– What documentation exists to support the process?– What primary initiatives are being supported by business architecture

construction?– What set of deliverables will be produced?

• Note: Not all artifacts are produced for each project– What’s the discovery strategy?


Implementation Considerations

• Just Enough Architecture:– High level architecture is good for planning and scoping – Detailed architecture is required for implementation– Zachman’s “slice and sliver” concept applies

• Just in Time Architecture:– Prior to project or initiative (just in time), build detailed

business architecture to describe project domain and impact of change


Primitives Versus Composites

Primitive Artifacts

Composite Artifacts

•Are easily categorized into Zachman framework

•Don’t contain any contextual knowledge

•One type e.g. processes

•Are not easily categorized into Zachman framework

•Represents contextual knowledge

•Supports completeness

•Relates more than one type of artifact e.g. workflow (party, process, events)

Use of composites supports primitive discovery

Needed to construct composites


EIA FRAMEWORK

INFORMATION PROCESS NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL

Composite artifacts support the discovery process

Service Profiling

Clients, Accountable Orgs, Partners

Performance Metrics

Services

Program Profiling

GoalsJurisdiction Target group

NeedsStrategies

Performance Metrics

Programs


Discovery Process is iterative between row 1 and row 2

Row 1 artifacts are used in row 2 Completion of row 2

confirms / extends row 1 artifacts

EIA FRAMEWORK

INFORMATION PROCESS NETWORK PEOPLE TIME RATIONALE

CONTEXTUAL

CONCEPTUAL


Conclusion


How do you know when your architecture program has failed?

• When all funding remains on a project basis• When the last time the architectures were

updated was the last strategic plan• When IT complains about “red tape”• When business sponsors don’t know about or

understand architecture role• When head architect can’t point to concrete

business value added by architecture


Architecture success factors

• Set realistic goals for the architecture function• Keep the architecture function close to real projects –

ideally joined to a PMO function• Don’t be shy about the compliance role – use it to

educate• Pay for good people• Top of house for IT must sponsor EWTA • Build a constituency for EA in business planning and

policy• Be prepared to justify the value of architecture every

day forever


Questions and Answers

june 2, 2015 (c) chartwell 20011 presentation to irmac use of the zachman framework for enterprise...

Documents

business architecture

c chartwell

technology architecture

problem space architecture

architecture program

integrated enterprise

introduction slide

chartwell evolution