www.inno.com © inno.com – heiststeenweg 131 – 2580 beerzel - +32 15 25 82 00 lessons learned...

www.inno.com © Inno.com – Heiststeenweg 131 – 2580 Beerzel - +32 15 25 82 00

Lessons learned from EA in the Belgian Commercial and Government Sectors

Architecture, Architecting, Architectural DescriptionA practitioners perspective

Bart Van Passel Jan [email protected] [email protected]+32 477 685006 +32 486 098112

Architecture, Architect, Architecting, Architectural Description

2

Making sense of IEEE 1471 for Enterprise Architecture

architecture: The fundamental organization of a system embodied in its components, their relationships to each other, and to the environment, and the principles guiding its design and evolution.

system: A collection of components organized to accomplish a specific function or set of functions.

architect: The person, team, or organization responsible for systems architecture.

architecting: The activities of defining, documenting, maintaining, improving, and certifying proper implementation of an architecture.

architectural description (AD): A collection of products to document an architecture.


3

In organisations we did Enterprise Architecture related work for

European HQ of a Global Freight Forwarder European Transport Routing Center Local Operation of a Global Telecom Provider Parcel and Postal Services Provider Social Security Services Provider Regional Adminstration Automotive Distribution Chain Medium Sized Financial Institution


4

The system to be Architected ?

Source: Soh and Markus: How IT creates business value: a process theory synthesis

The system that designs, develops, evolves and maintains the IT Assets

Enterprise System

The infrastructure, applications


5

Plenty (and increasing numbers) of architects within the system

Source: Soh and Markus: How IT creates business value: a process theory synthesis

Architect

Builder Owner Planner

Subcontractor

The system that designs, develops, evolves and maintains the IT Assets

Enterprise System


6

Architecting became organisationally entangled

Functional Areas

Applications

Functional Areas

Applications

Processes

Projects

From: Function as frame for organisational problem solving

Coordination : straightforward

To: Process (and its performance) as frame for

organisational problem solving

Coordindation : complex

=> EA is about sorting out the organisational problem solving structure


7

Architecting just happens

Often, mostly implicit On the wrong organisational level, with the wrong people

(or each of the levels independently and not coordinated) With a questionable problem scope (too wide, too narrow) With a questionable time frame (too long, too short) With a questionable solution space With a questionable effort (not enough, too much), on a

questionable moment (too early, too late (or too fast, not fast enough))

With a questionable business outcome as a result

=> A more explicit rational integrated process ?!?


8

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)

Architect(EA, Business, Information, Solution, …)

Builder(Analysts, Designers)

Realisation(Developers,

System Engineers)

Tools, Techniques IT Organisation Roadmap

Right question = half of the solution

1. Make them specific, apply them to the situation

2. Identify key questions, key drivers, key contraints

3. Define a path through the questions to be answered

Identify the players


9

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Decouple problem-solutions: Conceptualising needs and means


10

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Case 1: ICT Strategy local Telecom player

To Be ?

?As Is ?To Be ?

Tech

Plan


11

Sell to Customer

Prospecting (Prospect List, Telemarketing, …) (8. Product Approach - Prospecting)

Sell to Customer (Sales Pipeline, Design, Proposal) (6. Contact Management, 7. Project Approach - Create Proposal/Sales Project Management, 9. Product Approach - Sales Force Automation)

Create Internal Order (10. Create Internal Order)

Manage Order (Implementation Pipeline - Internal) (11. Manage/Track Internal Order)

Contact Management (6. Contact Management, 12. Customer Interaction History)

Customer Enquiries / Problems Management (13. Visibility on Different Pipelines, 14. Triggering/Injecting in Different Pipelines, 15. Tracking/Follow up on Actions)

Customer Installation

(Channel) Management (2. Management Reporting)

Commissioning / Bonus Calculation (4. Commissioning)

System Support/Deployment/Training (3. Remote Access)

Customer Relationship Management

Business Planning (2. Management Reporting)

Cor

e A

ctiv

ities

Su

ppor

t Act

iviti

es

Sales Office (5. Extranet)

How, Why ?

Planner


12

Information ModelWhat ?

Owner

Organisation Channel Subchannel SalesPerson SE, PM, ...

Products/Services

Product Group Product Flavour/Service

Type

Processes/Workflow opportunity order (COF) orderline (IOF) invoice change request work pack activities/contacts/

appointments

Customer legal entity exploitation site invoice address contact person commercial address

HR / AgentManagement

Training Material Background/Profiling Contract terms Targets

Configuration Technical

Configuration Billing Configuration Contract

CustomerProfiling

Spent ...

Assets Router Stocks Circuits ...


13

Applications – As IS

Generate SuspectList

TeleMarketing Sales Pipeline

Order EntryData Capturing

OrderManagement

Workflow

BillingPipeline

Finance

InstallationServicePipeline

TechnicalConfiguration

(Inventory)

AgentManagement

ContactManagement

Bonus CalculationOperational

Forecast

Technical DesignTool

Sales ProjectWorkflow

ReferenceCustomer List

Commissioning

Proposal Tools

ManagementReporting

Business Planning


(Configuration)Sales ForceManagement

Bonus PaymentSystem Add hoc Excell +

Access Tools

(Shared)Curconv.xls

Agent ManagementSystem

Amyyon

Techmar (KARMA)Or Spreadsheet

(Marketing)Marketing Database

Electronic OrderSystem

(NSO) Cheops

(Billing) BillingEngine

(System Engineers)Visio Network Design

Tool

(Product Management)Ad-hoc Proposal Tools +

Templates

Basic Data

Workflow

Derived Data

What, How ?

Architect, Builder


14

Applications - To Be

Generate SuspectList

TeleMarketing Sales Pipeline

Order EntryData Capturing

OrderManagement

Workflow

BillingPipeline

Finance

InstallationServicePipeline


(Inventory)

AgentManagement

ContactManagement

Bonus CalculationOperational

Forecast

Technical DesignTool

Sales ProjectWorkflow

ReferenceCustomer List

Customer Care Action Pipe

Commissioning

Proposal Tools

ManagementReporting

Business Planning


(Configuration)Sales ForceManagement

Customer CareFront End

CRMReporting Tool

Generic FrontEnd Tool

Help DeskSystem

Generic WorkflowComponent

Billing System

Generic FrontEnd Tool +Unstructured/Structured (XML)Datastore

Basic Data

Workflow

Derived Data

What, How ?

Architect, Builder


15

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Case 2: ICT Strategy for a European distribution chain

As IsTo Be

To be

PlanIT org, IS Gov

To beTo Be

As IsTo Be


16

Resource/OrganizeA

sses

s M

arke

tN

eeds

Def

ine

End

-M

arke

t Pro

duct

Laun

ch P

rodu

ct,

Man

age

Life

Cyc

le

Cre

ate

Toy

ota,

Lexu

s B

rand

Aw

aren

ess

Cre

ate

Pro

duct

Aw

aren

ess

Org

anis

eIn

cent

ive

Cam

paig

ns,

Eve

nts

Market

Con

figur

eve

hicu

le

Quo

te/P

rice

Dea

l

Est

imat

e D

eliv

ery

Dat

e

Reg

iste

r O

rder

Forecast Sales

Set-up and Manage Sales Channels (Dealer,Fleet, Retail)

Man

age

Ord

erD

eliv

ery

and

Invo

icin

g

Shi

p V

ehic

le

Reg

iste

r V

ehic

le

Deliver

Design Marketing Mix Market Sell ServiceDeliver

Veh

icle

sP

arts

& A

cces

sori

esA

dd

ed V

alu

e S

ervi

ces

Det

erm

ine

Pric

ing

Str

ateg

y

Estimate Market Size (Price/Volume)

Research MarketReturn Goods

Pro

vide

War

rent

yS

ervi

ces

Pro

vide

Mai

nten

ance

Ser

vice

sP

rovi

de R

epai

rS

ervi

ces

Pro

vide

Bod

yan

d P

aint

Ser

vice

s

Man

ufac

ture

Par

ts

Ada

pt/F

it P

arts

(Pac

kage

, Set

/K

it)

Shi

p pa

rts

(Log

istic

s)

Manage Accounts Payable

Manage Accounts Payable

Iden

tify

Mar

ket

Nee

ds/

Opp

ortu

nitie

s

Eng

inee

r P

art/

Acc

esso

ry

Pric

e G

oods

and

Ser

vice

s

Setup and Manage Distribution Channels

Laun

ch P

rodu

ct,

Man

age

Life

Cyc

le

Cre

ate

Pro

duct

Aw

aren

ess

Org

anis

eIn

cent

ive

Cam

paig

ns,

Eve

nts

Forecast Sales

Organize Product Training and Sales SupportTools

Mak

e a

prop

osal

Quo

te/P

rice

Dea

l

Est

imat

eD

eliv

ery

Dat

e

Reg

iste

r O

rder

Plan Production

Organize Service Training and ServiceSupport Tools


Inst

all A

cces

sory

Setup and Manage Logistics/Hub Operations

Setup and Manage Logisctics/WH Operations

Pro

vide

Mai

nten

ance

Ser

vice

s

Pro

vide

Rep

air

Ser

vice

s

Estimate Market Size (Volume/Price Strategy) Plan Marketing Actions/Operations

Research Market

Iden

tify

Mar

ket

Nee

ds/

Opp

ortu

nitie

s

Dev

elop

Offe

ring

Pric

e G

oods

and

Ser

vice

s

Estimate Market Size(Long term sales planning)

Research Market

Manage Accounts Receiveble Setup and Manage Service Network

Estimate Market Size(Medium term sales planning)

Cre

ate

Pro

duct

Aw

aren

ess

Org

anis

e In

cent

ive

Cam

paig

ns, E

vent

s(p

rom

otio

ns, .

..)

Mak

e in

form

ed/v

alid

choi

ce

Quo

te/P

rice

Dea

l

Reg

iste

r O

rder

Invo

ice

serv

ice

setu

p

Setup and Manage DistributionChannels

Forecast Sales

Organize Product Training and SalesSupport Tools

Invo

ice

serv

ice

Invo

ice

serv

ice

Bill

and

Invo

ice

serv

ice

(set

tle)

Setup and Manage Supplier relationships(insurance, financing, ...)

Ord

er S

ervi

ce

Set

up S

ervi

ce

Man

age

Lead

Product Lead Order Customer

Cas

h

Establish and Follow Up Marketing Budgets

Organize Marketing Instruments (test drives,F1, brochures, advertisement)

Plan Marketing Actions/Operations

Organize Product Training and Sales SupportTools

Source Suppliers (media, advertisers, ...)


Organize Marketing Instruments (brochures)

Sell Service

DeliverSellMarketDesign Marketing Mix

Design Marketing Mix

Man

age

Lead

Setup and Manage Service Network

Service

Source and Manage Suppliers (media,advertisers, ...)


Organize Marketing Instruments (testdrives, F1, brochures)

Man

age

Lead

Manage Accounts Receivable andPayable

Pro

vide

Ong

oing

Ser

vice

Manage Accounts Receivable and Payable

Shi

p P

hysi

cal

Com

pone

nts

(Doc

umen

ts,B

roch

ure

s)

Setup and Manage Service Network


Def

ine

Cha

nnel

Str

ateg

y

Def

ine

Cha

nnel

Str

ateg

yM

anag

e P

rodu

ctLa

unch

Def

ine

Cha

nnel

Str

ateg

y



Han

dle

Cus

tom

erE

nqui

ries/

Com

plai

nts

Des

ign/

Eur

opea

nize

Car

Mod

el

Man

ufac

ture

Veh

icle

Repeat Customer

Cas

h

Source Suppliers (media, advertisers,...)

Cas

h

Cas

h

Use

dC

ars Source Market Sell Deliver Service

Gather feedback on exisiting products

Brand/Product Strategy


Long Term Product Strategy


Long Term Product Strategy

Manage Inventory

Schedule/Plan Production

Plan Logistics and Hub Operations

Setup and Manage Logistics Suppliers

Plan Logistics and Warehouse Operations

Manage Inventory

Man

age

Ord

erD

eliv

ery

and

Invo

icin

g

Setup and Manage Parts Manufactures

Ada

pt a

nd F

it

Reg

iste

r P

arts

Plan

Finance

R&D/Technology: ICT, ...

Procurement

Return Goods - Inverse Logistics

MarketD

efin

e E

ndM

arke

t Pro

duct

/S

ervi

ce

Set-up and Manage Parts Suppliers

Order, Distribute, Invoice, Collect MarketingMaterial

Cre

ate

Toy

ota/

Lexu

s P

art/

Acc

esso

ryB

rand

Aw

aren

ess

One

-to-

One

Dire

ct M

arke

ting

Pro

vide

War

rent

yS

ervi

ces

Man

age

Cus

tom

erS

atis

fact

ion/

Life

Cyc

le

Order, Distribute, Invoice, Collect MarketingMaterial

One

-To-

One

Dire

ct M

arke

ting

Setup and Manage Logistics Partners

Man

age

Cus

tom

erS

atis

fact

ion/

Life

Cyc

le

How ?

Planner


17

Offering services through functional capabilities

Awareness

Consideration

Acquisition

Ownership

Reconsideration

Selling &

Buying

Manage Vehicle

Added Value

Provisioning

Added Value

Servicing

Manage C

ustomer

Logistics

Manufacturing

Sales Management

Financial Settlement Management

Liability Settlement Management

Delivery Management

Network Partner Management

Performance Management (Quality, Risk, Cost)

Product Management, Marketing

DesignEngineering

Legal

entiti

es

Background for organisational

changes, improvent projects, ...

How ?

Planner


18

Back Office Middle Office Front Office Consumer

Awareness

Consideration

Acquisition

Ownership

Reconsideration

Selling &

Buying

Manage Vehicle

Added Value

Provisioning

Added Value

Servicing

Manage C

ustomer

Logistics

ManufacturingSales Management

Financial Settlement Management

Liability Settlement Management

Delivery Management

Network Partner Management

Performance Management (Quality, Risk, Cost)

Product Management, Marketing

DesignEngineering

Legal

entiti

es

Business & Information architecture components to support functional capabilities

DATA components

FO

Gate

way

Collection, Payment, Accounting

Pricing, Invoicing

Liability Management

Delivery Management

Order Management

Lead/Request management

BO

Gate

way

Sales Planning

Management Components

Gateway is the interface to the external world and can be realised through portal (access the system through the Web),

EDI (Electronic Data Interchange), call centre, human, paper, …

What, How ?

Architect


19

Data

com

pon

en

ts

Business & Information architecture Components - Details

Vehicle mgt- Vehicle info- Vehicle history- Monitoring

Customer data mgt

- Customer info- Contact- Profiling- Pro-active CM

Product/Service mgt- Product / Service info- Bill of material / service- Price- Product/Service configuration- Technical information- SSC

Parts &Accessories mgt- P&A info- P&A history- Monitoring

Service contract mgt- Service contract info- Service contract history- Monitoring

Sales organisation(Dealer/NMSC)management- Dealer/NMSC info- Dealer/NMSC agreement- Dealer/NMSC monitoring

Network managementSales network management(targets,...)

Service network management(quality, capacity, distribution, ...)

Supplier network management(targets,...)

Product managementProduct performance management(profitability,...)

Marketintelligence

SCM (Supplier)management- Supplier info- Supplier agreement- Supplier monitoring

Complaintmanagement

MarketingCampaignmanagement

Directmarketing

Digital infoProvisioning

Eventmanagement

Leadgeneration

Performance management - Line, Middle, Top(Quality, cost, profitabilty, throughput, ...)

Customer management(satisfaction, retention, ...)

Added Value Serviceintervention

request managementServicing interventionrequest management

Sales forecastingSales planning

Ordermanagement

Allocation(all types ofresources)

BO instructionmanagement

Inventorymanagement

(all types of resources)

Pricing & Tax calc

Invoicing, claim,Cr/Db notehandling

Cash Collection and reminders

Credit checkingCash Payment

AR / AP / GL

Market warrantyclaim

management

Vendor claimmanagement

Forecast dataSales

forecast

Salesplan

Salesorder/

cancellation

Salesorder/cancell

Supplyplan

Delivery request/cancellationDeliver

frominventoryBack order

Shipment requestWarehouse operation instruction (PPO, PPI)

Service configuration instructionLegal instruction

Service DeliveryGateway

(B2B)

Replenishmentorder

Instruction status feedback

CheckReserve

Physicalinventory

reconciliation

Delivery requeststatus feedback

Service InitiationGateway

(B2B, B2C)

Sales order/cancellationCustomer contract/cancellation

Reservation/cancellation

Product/Servicedetail record (PSDR)

Priced/Taxed PSDR

To be collectedInvoice, Cr/Db note

Bankstatement

Payment history

Creditcheck

Paymentinstruction

To be payedInvoice, Cr/Db note

Invoice, claim, Cr/Db note

Market warranty claimVendor warrantyclaim

Accepted claim

Invoice, claim, Cr/Db note

Accclaim

Lead management(match cust. wish, pricing, proposal)

Lead info

Availability check / ETAPrice

proposalorderCC

Availability check / ETAPrice

proposal

Service intervention request

Humanresourcemanagement

Financial resourcemanagement

Core

Bu

sin

ess P

rocess C

om

pon

en

tsM

an

ag

em

en

t P

rocess

Com

pon

en

ts

What, How ?

Architect


20

Su

pp

lier

HQ National Distributor

Retailer

FO

Gate

way

Pricing, Invoicing

Delivery ManagementOrder Management


DATA components

BO

Gate

way

Sales Planning

FO

Gate

way

Pricing, Invoicing

Delivery ManagementOrder Management


DATA components

BO

Gate

way

Sales Planning

FO

Gate

way

Pricing, InvoicingLiability Management


DATA components

BO

Gate

way

FO

Gate

way



DATA components

BO

Gate

way

F&AW

arra

nty

Parts

Distrib

uti

on

Veh

icles

distrib

uti

on

FO

Gate

way


DATA components

BO

Gate

way

HR

Application Architecture - As IS

7

9

5

8

14

10

16

13

6

11

10

22

4

21 3

12

15

17 1918

21

23

Con

sum

er

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management



DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management



DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management



DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management



DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management


DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management


DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management


DATA components

BO

Gate

way

Sales Planning

FO

Gate

way


Pricing, Invoicing


Delivery Management

Order Management



DATA components

BO

Gate

way

Sales Planning

Distributor Systems Retailer

Systems

What, How ?

Builder


21

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Case 3 : EAI Selection Process – version 1

?

?


22

Front-Office

Derived

Processes

Reference Data

Op App 7

ERPGeneriekeInterface

ProductContract

Customer

Marketing &Sales

CustomerDBService Interface

Op App 0

Broker 1

OCR

Channel 2

Broker 2

Channel 1

Broker 3

Op App 6

Op App 5

Op App 4

Op App 3

Op App 2

Address

Op App 1

Statistics

Costing

DataWarehouse

Address InfoProvider

How ?

Architect

Integration Patterns


23

EAI building blocksWhere ?

Architect


24

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Case 4 : EAI Selection Process – version 2

?

?


25

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO,

Corporate Planning)

Owner(Middle mgnt)




System Engineers)


Case 5: Re-vitalising a strategic project

CodeDB

Techn

DeployInfra

Business Objectives

Business Case

ICTObjectives

Requirments

Matching ?


26

WhatData

HowFunction

WhoPeople

WhereLocation

WhenTime

Why

Planner(CxO, Corporate

Planning)

Owner(Middle mgnt)




System Engineers)


ConceptualTechnology

Model

Business Vision

•Process Hierachie•Function Hierachie Objectives

Componentisation

EvaluationTechnology

Choice

EvaluationExisting

Code

InformationModel

Templates

ScenariosMetrics

Plan

Techn.Objectives


27

Where ? Vision for system support

(Document)Workflow

Entities

Activities

Tasks

Processes

Interfaces to the Environment

Provisioning/ServicingSales ElectronicFiling Sys

Sys

Agenda(dispatching)

Comp

Contact Center

Par

amet

eris

atie

MIS

Rep

orting

Scanning, OCR

Customer

Portal

Au

tom

atis

che

Pro

cess

en

What, How, Where ?

Architect


28

Architectural Description = model

Model = abstraction of reality built in the context of a specific problem solving exercise Includes the aspects that are relevant to understand the problem Excludes the non-relevant aspects (= majority)

In order to be able to draw relevant conclusions in the context problem

Needs to be understood by all participants involved in the exercise (communication goes before formalism, you can add formalism once you decide to make the step to MDA)

Be pragmatic: => stop analysing when the you have the relevant information,

decission making is the issue, not analysis => having models up-to-date in case you need them can have an

added value to improve the process, having the capability to model certainly has

=> be pragmatic in the decission what model data to keep up to date, and what part to re-generate when you need it. Model data only becomes model information in case it’s questioned from the perspective of a specific problem.


29

Architecting – strategy making schools and patterns (Mintzberg)

Design School: process of conception Planning School : a formal process Positioning School : an analytical process

Entrepreneurial School: a visionary process Cognitive School : a mental process

Learning School : an emergent process Power School : a process of negotiation Cultural School : a collective process Environmental School: a reactive process

Configuration School: a process of transformation

Idealized architecting process

The actual process

as observed

Pre

scriptiv

eD

escrip

tive

Source: Mintzberg – Ahlstrand – Lampel : Strategy Safari


30

Centralised versus distributed Enterprise architecting process

Architect centralises the architecture Does the analysis Conceives the

architecture vision Communicates the

architecture vision Controls the

implementation Preset, fixed schedule

Architect facilitates the architecting process: Frame problems Ask the right questions Choose frameworks –

models (relevant to the problem but also the problem stakeholders)

Guides the problem solving exercise

Translates the shared vision into architecting policy

In an ongoing process•Easiest to sell•Easiest to get an architectural vision•Most Difficult to get it implemented •Most Added Value


31

Theory Of Software Evolution Applies(MM Lehman)

E-type systems: systems actively used and embedded in a real world domain

Outcome of the process is difficult (impossible) to predict !


32

Motivation , Why a more explicit rational integrated process ? 3E’s !!! Improved Effectiveness (doing the

right things): a larger part of investments should be made in areas that matter and result in systems that perform.

Improved Efficiency (doing the things right): results should be achieved with less resources.

Improved Economy: the organisation should get more opportunities for investments that have a possitive net effect = economic engine for ICT related activities, basis for ICT capability based competition

Relatively easy to demonstrate

To demonstrate: Requires to make some processes

explicit, baseline and measure them. Still

feasible

Criteria, Measurement,

direction ?

Real Options Analysis ?


33

Conclusions

System: the enterprise system

Architects: plenty of them, organisational structure not always clear or adapted to the problem at hand

Architecting: need an explicit rational integrated process

Key = Conceptualisation of needs and means

Architectural Description = model (and should be treated as such)

Centralised versus distributed process, the more people involved the easier to get the vision implemented.

Motivation for a more explicit rational integrated process : Improved Effectiveness, Efficiency, Economy

Improved Economy = economic engine for ICT


34

Questions, Feedback ?

?

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