Modules For Enterprise Architecture PDF

MODULES FOR ENTERPRISE ARCHITECTURE Credits : 2 units lecture (2 hours/week) 3 units lab (3hours/week) Lesson Title: Module 9: Architecture Approach Lesson Objective: At the end of the module, the learners will be able to: Understand the core elements of EA Approach...

MODULES FOR ENTERPRISE ARCHITECTURE Credits : 2 units lecture (2 hours/week) 3 units lab (3hours/week) Lesson Title: Module 9: Architecture Approach Lesson Objective: At the end of the module, the learners will be able to: Understand the core elements of EA Approach Identify the strategic method in EA Reference List: https://eapad.dk/ea3-cube/overview/ Lectures and Annotations: Enterprise Architecture Enterprise Architecture is an emerging profession and management practice that is devoted to improving the performance of enterprises by enabling them to see themselves in terms of a holistic and integrated view of their strategic direction, business practices, information flows, and technology resources. By developing current and future versions of this integrated view, an enterprise can better manage the transition from current to future operating methods. This transition includes the identification of new goals, activities, and all types of capital and human resources (including information technology) that will improve bottom line financial and mission performance. By developing current and future versions of this integrated view, an enterprise can manage the transition from current to future operating states. The strategic use of resources is increasingly important to the success of public, private, and non-profit sector enterprises, including extended enterprises involving multiple internal and external participants (i.e., supply chains). How to get the most from business, technology, and human resources requires an enterprise to think in terms of enterprise-wide solutions, rather than individual systems and programs (Figure 1). Doing this requires a new approach to planning and systems development, an approach that has come to be known as Enterprise Architecture. The word ‘enterprise’ implies a high-level, strategic view of the entire entity, while the word ‘architecture’ implies a structured framework for the analysis, planning, and development of all resources in that entity. Figure 1 The Organizing Influence of Enterprise Architecture  With regard to resources, one of the greatest challenges that many enterprises continue to face is how to identify the business and technology components of strategic initiatives. A big part of this challenge is that technology, information technology (IT) in particular, has historically not been viewed as a strategic asset. As such, planning activities often have focused on the development of individual technology solutions to meet particular organizational requirements. The following equation is the ‘sound bite’ version of what EA is all about, and is intended to help readers remember the distinct difference between EA and other types of IT planning… that EA is driven by strategic goals and business requirements. EA = S + B + T Enterprise Architecture = Strategy + Business + Technology This is a straight-forward, simple representation of the unique holistic value of EA, as is the geometry of the “cube” framework that it derives from. In the principle captured by Occam’s Razor, which in the philosopher Occam’s original 14th Century form states that “entities should not be multiplied unnecessarily”. The equation EA = S + B + T and the EA3 Cube Framework are easy to understand and highly useful in many contexts because they adhere to this principle and capture the essential elements that characterize human organizations. The Enterprise Architecture Approach For an EA approach to be considered to be complete, the six core elements shown in Figure 2 must be present and work synergistically together. Figure 2 Core Elements of an Enterprise Architecture Approach Governance The first core element is “Governance” which identifies the planning, decision-making, and oversight processes and groups that will determine how the EA is developed and maintained, accomplished as part of an organization’s overall governance. EA Governance aims at supporting integrated governance, an integrated group of management policies and processes that form an overall governance structure as is shown in the figure above. Typically, architecture governance must be conformant with both the overall corporate governance and the established IT governance mechanisms and structures.  Methodology The second core element is “Methodology” which are specific steps to establish and maintain an EA program, via the selected approach. Framework The third core element is “Framework” which identifies the scope of the overall architecture and the type and relationship of the various sub-architecture levels and threads. Not all frameworks allow for sub-domains or are able to integrate strategy, business, and technology planning. Artifacts The fourth core element is “Artifacts” which identifies the types and methods of documentation to be used in each sub-architecture area, including strategic analyses, business plans, internal controls, security controls, and models of workflow, databases, systems, and networks. This core element also includes the online repository where artifacts are stored. Standards The fifth core element is “Standards” which identify business and technology standards for the enterprise in each domain, segment, and component of the EA. This includes recognized international, national, local, and industry standards as well as enterprise-specific standards. Best Practices The sixth core element is “Associated Best Practices” which are proven ways to implement parts of the overall architecture or sub-architectures, in context of the over-arching EA. EA as a Management Program EA an ongoing management program that provides a strategic, integrated approach to capability and resource planning / decision-making. An EA program is part of an overall governance process that determines resource alignment, develops standardized policy, enhances decision support, and guides development activities. EA can help to identify gaps in the performance of line of business activities/programs and the capabilities of supporting IT services, systems, and networks. Strategic Alignment EA supports strategic planning and other operational resource planning processes by providing macro and micro views of how resources are to be leveraged in accomplishing the goals of the enterprise. This helps to maximize the efficiency and effectiveness of these resources, which in turn will help to promote the enterprise’s competitive capabilities. Development projects within the enterprise should be reviewed to determine if they support (and conform to) one or more of the enterprise’s strategic goals. If a resource and/or project is not aligned, then its value to the enterprise will remain in question. Standardized Policy EA supports the implementation of standardized management policy pertinent to the development and utilization of IT and other resources. By providing a holistic, hierarchical view of current and future resources, EA supports the establishment of policy for: Identifying strategic and operational requirements Determining the strategic alignment of activities and resources Developing enterprise-wide business and technology resources Prioritizing the funding of programs and projects Overseeing the management of programs and projects Identifying performance metrics for programs and projects Identifying and enforcing standards and configuration management. Policy documents include those which can be categorized as general guidance (e.g., high-level directives and memos); specific program guidance (e.g., plans, and manuals); and detailed process guidance (e.g., standard operating procedures). By using these hierarchical categories of documents, succinct and meaningful policy is established. It does so in a way that no single policy document is too long and therefore not too burdensome to read. It is also important to understand how the various areas of policy are inter-related so that program implementation across the enterprise is coordinated. Decision Support EA provides support for IT resource decision-making at the executive, management, and staff levels of the enterprise. At the executive level, EA provides visibility for large IT initiatives and supports the determination of strategic alignment. At the management level, EA supports design and configuration management decisions, as well as the alignment of IT initiatives with technical standards for voice, data, video, and security. At the staff level, EA supports decisions regarding operations, maintenance, and the development of IT resources and services. Resource Oversight EA supports standardized approaches for overseeing the development of capabilities and optimizing supporting resources. Depending on the scope of the resources involved and the available timeframe for development, various system development lifecycle methods can be used to reduce the risk that cost, schedule, or performance parameters may not be met. EA further supports standardized, proven approaches to project management that promote the comprehensive and effective oversight of ongoing programs and new development projects. Finally, EA supports the use of a standardized process for selecting and evaluating investment in IT resources from a business and financial perspective. EA as an Analysis and Design Method References to EA began to emerge in the late 1980’s in various management and academic literatures, with an early focus on technical or systems architectures and schemas for organizing information. The concept of ‘enterprise’ architecture analysis and design emerged in the early 1990’s and has evolved to include views of strategic goals, business services, information flows, systems and applications, networks, and the supporting infrastructure. Additionally, there are ‘threads’ that pervade every level of the architecture: standards, security, and skills. EA analysis and design are accomplished through the following six basic elements: (1) an EA documentation framework, and (2) an implementation methodology that support the creation of (3) current and (4) future views of the architecture, as well as the development of (5) an EA Management Plan to manage the enterprise’s transition from current to future architectures. There are also several areas common to all levels of the framework that are referred to as (6) “threads” as shown in Figure 3. Figure 3 Basic Elements of EA Analysis and Design EA Analysis and Design Element #1: The Framework. The EA framework identifies the scope of the architecture to be developed and establishes relationships between the architecture’s areas. The framework’s scope is reflected through its geometric design and the areas that are identified for documentation. The framework creates an abstracted set of “views” of an enterprise through the way that it collects and organizes architecture information. Figure 4 EA³ Cube Analysis & Design Framework Known as the EA³ Cube Framework™ the levels of this example framework are hierarchical so that the different sub-architectures (that describe distinct functional areas) can be logically related to each other. This is done by positioning high-level strategic goals/initiatives at the top, business products/services and data/information flows in the middle, and supporting systems/applications and technology/infrastructure at the bottom. In this way alignment can be also be shown between strategy, information, and technology, which aids planning and decision-making. EA Analysis and Design Element #2: EA Components EA components are changeable goals, processes, standards, and resources that may extend enterprise-wide or be contained within a specific line of business or segment. Examples of components include strategic goals and initiatives; business products and services; information flows, knowledge warehouses, and data objects; information systems, software applications, enterprise resource programs, and web sites; voice, data, and video networks; and supporting infrastructure including buildings, server rooms, wiring runs/closets, and capital equipment. Figure 5 on the next page provides examples of vertical and crosscutting EA components at each level of the EA³ Cube framework, Figure 5 Examples of EA Components EA Analysis and Design Element #3: Current Architecture The current architecture contains those EA components that currently exist within the enterprise at each level of the framework. This is sometimes referred to as the “as-is” view. The current view of the EA serves to create a ‘baseline’ inventory of current resources and activities that is documented in a consistent way with the future view of the EA so that analysts can see gaps in performance between future plans and the current capabilities. Having an accurate and comprehensive current view of EA components is an important reference for project planning, asset management, and investment decision-making. The current view of the EA is composed of ‘artifacts’ (documents, diagrams, data, spreadsheets, charts, etc.) at each level of the framework, which are archived in an online EA repository to make them useable by various EA stakeholders. EA Analysis and Design Element #4: Future Architecture The future architecture documents those new or modified EA components that are needed by the enterprise to close an existing performance gap or support a new strategic initiative, operational requirement, or technology solution. As is shown in Figure 6, the future architecture is driven at both the strategic and tactical levels in three ways: new directions and goals; changing business priorities; and emerging technologies. The EA cannot reflect these changes in the future architecture unless the enterprise’s leadership team provides the changes in strategic direction and goals; unless the line of business managers and program managers provide the changes in business processes and priorities that are needed to accomplish the new goals; and unless the support/delivery staff identifies viable technology and staffing solutions to meet the new business requirements. Figure 6 Drivers of Architectural Change The future architecture should cover planned changes to EA components in the near term (tactical changes in the next 1-2 years), as well as changes to EA components that are a result of the implementation of long-term operating scenarios that look 3-10 years into the future. These scenarios incorporate different internal and external drivers and can help to identify needed changes in processes, resources, or technology that translate to future planning assumptions, which in turn drive the planning for new EA components. EA Analysis and Design Element #5: EA Management Plan The EA Management Plan articulates the EA program and documentation approach. The EA Management Plan also provides descriptions of current and future views of the architecture, and a sequencing plan for managing the transition to the future business/technology operating environment. The EA Management Plan is a living document that is essential to realizing the benefits of the EA as a management program. How the enterprise is going to continually move from the current architecture to the future architecture is a significant planning and management challenge, especially if IT resources supporting key business functions are being replaced or upgraded. EA Analysis and Design Element #6: Threads EA documentation includes ‘threads’ of common activity that are present in all levels of the framework. These threads include IT-related security, standards, and skill considerations. Security Security is most effective when it is an integral part of the EA management program and documentation methodology. A comprehensive IT Security Program has several focal areas including: information, personnel, operations, and facilities. To be effective, IT security must work across all levels of the EA framework and within all of the EA components. Chapter 11 provides more information on security. Standards One of the most important functions of the EA is that it provides technology-related standards at all levels of the EA framework. The EA should draw on accepted international, national, and industry standards in order to promote the use of non-proprietary solutions in  EA components. This in turn enhances the integration of EA components, as well as better supporting the switch-out of components when needed. Skills Perhaps the greatest resource that an enterprise has is people. It is therefore important to ensure that staffing, skill, and training requirements are identified for LOB and support service activities at each level of the EA framework, and appropriate solutions are reflected in the current and future architectures. The EA Repository Providing easy access to EA documentation is essential for use in planning and decision- making. This can be accomplished through the establishment of an on-line EA repository to archive the documentation of EA components in the various areas of the EA framework. The EA repository is essentially a website and database that stores information and provides links to EA tools and other EA program resources. Figure 7 provides an example of how an EA repository might be designed. This example is called Living Enterprise and it is designed to support documentation that is organized through the use of the EA3 Cube Framework. Figure 7: Example EA Repository Design – Living Enterprise Reference: https://eapad.dk/ea3-cube/overview/ xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Assessment: Quiz and Recitation and Academic Activity