Enterprise Architecture Review PDF

ENTERPRISE ARCHITECTURE BENEFITS MODULE 1 LESSON 1 1. More effective and efficient business operations ENTERPRISE...

ENTERPRISE ARCHITECTURE BENEFITS MODULE 1 LESSON 1 1. More effective and efficient business operations ENTERPRISE 2. More effective and efficient Digital The Open Group Architecture Framework Transformation and IT operations (TOGAF) "enterprise" to be any collection of 3. Better return on existing investment, organizations that have common goals. reduced risk for future investment 4. Faster, simpler, and cheaper For example, an enterprise could be: procurement A whole corporation or a division of a FOUR ARCHITECTURE DOMAIN corporation Business architecture domain – describes how A government agency or a single government the enterprise is organizationally structured and department what functional capabilities are necessary to A chain of geographically distant deliver the business vision. organizations linked together by common Application architecture domain – describes the ownership individual applications, their interactions, and Groups of countries or governments working their relationships to the core business together to create common or shareable processes of the organization. deliverables or infrastructures Data architecture domain – describes the Partnerships and alliances of businesses structure of an organization’s logical and working together, such as a consortium or supply physical data assets and data management chain resources. Enterprise Architecture" can be applied to either Technology architecture domain – describes the an entire enterprise, encompassing all of its software and hardware needed to implement business activities and capabilities, information, the business, data, and application services. Each and technology that make up the entire of these domains have well-known artifacts, infrastructure and governance of the enterprise, diagrams, and practices. or to one or more specific areas of interest within ARCHITECTURE FRAMEWORK the enterprise. In both cases, the architecture crosses multiple systems, and multiple An architecture framework is a foundational functional groups within the enterprise structure, or set of structures, which can be used for developing a broad range of different Enterprise operating model concept is useful to architectures. determine the nature and scope of the Enterprise Architecture within an organization. -it describes a method for designing a target state of the enterprise in terms of a set of The purpose of Enterprise Architecture is to building blocks, and for showing how the optimize across the enterprise the often- building blocks fit together fragmented legacy of processes (both manual and automated) into an integrated environment An Architecture Framework establishes a that is responsive to change and supportive of common practice for creating, interpreting, the delivery of the business strategy. analyzing and using architecture descriptions (Views and Viewpoints) within a particular he sixth core element is “Associated Best domain of application or stakeholder Practices” which are proven ways to implement community. parts of the overall architecture or sub- architectures, in context of the over-arching EA What is an Enterprise Architecture? An enterprise-wide architecture should serve as an STRATEGIC ALLIGNMENT authoritative reference, source of standards for EA supports strategic planning and other processes / resources, and provider of designs operational resource planning processes by for future operating states. providing macro and micro views of how CORE ELEMENTS OF EA APPROACH resources are to be leveraged in accomplishing the goals of the enterprise. This helps to The first core element is “Governance” which maximize the efficiency and effectiveness of identifies the planning, decision-making, and these resources, which in turn will help to oversight processes and groups that will promote the enterprise’s competitive determine how the EA is developed and capabilities. maintained, accomplished as part of an organization’s overall governance. STANDARDIZED POLICY The second core element is “Methodology” EA supports the implementation of standardized which are specific steps to establish and management policy pertinent to the maintain an EA program, via the selected development and utilization of IT and other approach. resources. By providing a holistic, hierarchical view of current and future resources. The third core element is “Framework” which identifies the scope of the overall architecture DECISION SUPPORT and the type and relationship of the various sub- EA provides support for IT resource decision- architecture levels and threads making at the executive, management, and The fourth core element is “Artifacts” which staff levels of the enterprise. identifies the types and methods of At the executive level, EA provides visibility for documentation to be used in each sub- large IT initiatives and supports the architecture area, including strategic analyses, determination of strategic alignment. business plans, internal controls, security controls, and models of workflow, databases, At the management level, EA supports design systems, and networks. This core element also and configuration management decisions, as includes the online repository where artifacts well as the alignment of IT initiatives with are stored. technical standards for voice, data, video, and security. The fifth core element is “Standards” which identify business and technology standards for At the staff level, EA supports decisions the enterprise in each domain, segment, and regarding operations, maintenance, and the component of the EA. This includes recognized development of IT resources and services international, national, local, and industry standards as well as enterprise-specific RESOURCE OVERSIGHT standards. EA supports standardized approaches for overseeing the development of capabilities and optimizing supporting resources. Depending on EA MANAGEMENT PLAN the scope of the resources involved and the -provides descriptions of current and future available timeframe for development, various views of the architecture, and a sequencing plan system development lifecycle methods can be for managing the transition to the future used to reduce the risk that cost, schedule, or business/technology operating environment. performance parameters may not be met. The EA Management Plan is a living document A Line of Business (LOB) is a distinct area of that is essential to realizing the benefits of the activity within the enterprise. It may involve the EA as a management program. manufacture of certain products, the provision THREADS of services, or internal administrative functions. include IT-related security, standards, and skill EA Analysis and Design Element considerations EA COMPONENTS Security is most effective when it is an integral EA components are changeable goals, part of the EA management program and processes, standards, and resources that may documentation methodology. extend enterprise-wide or be contained within a Standards-The EA should draw on accepted specific line of business or segment. international, national, and industry standards in Vertical component-changeable goal, order to promote the use of non-proprietary process, program, or resource (equipment, solutions in EA components. systems, data, etc.) that serves one line of Skills-e. It is therefore important to ensure that business. staffing, skill, and training requirements are Horizontal (Crosscutting) Component -is identified for LOB and support service activities a changeable goal, process, program, or resource at each level of the EA framework, and that serves several lines of business. appropriate solutions are reflected in the current and future architectures. CURRENT ARCHITECTURE REFERENCE ARCHITECTURE/ SEGMENT EA components that currently exist within the ARCHITECTURE enterprise at each level of the framework. This is sometimes referred to as the “as-is” view. The A reference architecture is the part of an EA that current view of the EA serves to create a provides standards and documentation for a ‘baseline’ inventory of current resources and particular type of capability throughout the activities that is documented in a consistent way enterprise-such as mobile services or cloud with the future view of the EA so that analysts computing. A segment architecture is somewhat can see gaps in performance between future similar, but usually focuses one or more plans and the current capabilities. particular business units or functions-such as the finance and accounting group, or how a financial FUTURE ARCHITECTRE ERP system and all of its modules are going to be The future architecture documents those new or implemented (general ledger, accounts payable, modified EA components that are needed by the accounts receivable, payroll, benefits, etc.) enterprise to close an existing performance gap or support a new strategic initiative, operational requirement, or technology solution. EA REPOSITORY The EA repository is essentially a website and database that stores information and provides links to EA tools and other EA program resources. LESSON 2 THE STRUCTUREOF ENTERPRISE LEAVITT DIAMOND MODEL (1965) Leavitt argued that a change in any of these four components will have an effect on the others and that the interaction of the components underlies organizational success. THE ORGANIZATIONAL NETWORK MODEL the Organizational Network Model (ONM), an Executive Team sets policy and goals, approves resources, and evaluates results, while semi- autonomous Functional Teams and Independent Workers manage ongoing programs/lines of business, new development projects, and team-specific resources. THE PARSONS/THOMPSON MODEL Another model of general organizational structure is a three-level view that was originally envisioned by sociologist Talcott Parsons in the Organizations and enterprises are similar in that 1950’s and further developed by sociologist they are both types of social entities that have a James Thompson in the 1960’s. Parsons’ culture, a formal and informal structure, goals, research identified three general levels that are activities, and resources. The difference is that common to most social organizations (technical, an enterprise can be defined as a subset of an managerial, and institutional), based on the organization or can involve multiple observation that different types of activities organizations. occur at each level. Thompson built on Parsons’ ideas by further identifying the different types UNDERSTANDING CULTURE of activities that occur at each level is essential to developing realistic views of how strategic goals are established, how processes function, and how resources are used. MANAGING CHANGE eliminating the uncertainty that desired outcomes will not be realized. The effect of the EA program is to coordinate change such that it is much more driven by new 1. Financial strategies and business requirements, and less 2. Lack of Acceptance by new technologies 3. Loss of Key Personnel 4. Schedule Delays MODULE 2 5. Documentation Tools VALUE MITIGATING RISK will vary with the size and complexity of the Actions that mitigate risk (lower uncertainty) enterprise, the type and number of IT-related include strengthening executive support for the performance gaps, duplication within current IT EA program, solidifying budgets, not being the resources, and stakeholder acceptance. first adopter of EA tools and documentation IMPROVED PLANNING techniques, ensuring there are trained back-ups on the EA team, and using a detailed EA EA enhances both top-down and bottom-up implementation methodology to guide the approaches to planning. Top-down planning overall program. begins with considerations for strategy and business, which are enhanced by the holistic QUANTIFYING EA PROGRAM VALUE perspectives of the enterprise that EA provides. 1. Shortening Planning Cycle Bottom-up planning is also enhanced, as EA 2. More Effective Planning Cycle coordinates what would otherwise be disparate 3. Shorter Decision-Making Cycle and separate program-level planning activities 4. Improved Reference Information DECISION-MAKING 5. Reduction of Duplicative Resources 6. Reduced Re-work EA improves decision-making by providing 7. Improved Resource Integration and comprehensive views of current capabilities and Performance resources, as well as a set of plausible future 8. Fewer People in a Process operating scenarios that reveal needed changes 9. Improved Communication in processes and resources 10. Reduction in Time Cycle COMMUNICATION QUANTIFYING EA PROGRSM COST This standard EA language and methodology is One way to estimate EA program costs is to look especially helpful in large, complex enterprises at each area of the EA implementation that are geographically dispersed, and which methodology (see Chapter 4), and identify the may have multiple social and work cultures that direct and indirect costs to accomplish each of have promoted different ways of doing things. the steps. MANAGING RISK LINKING EA AND STRATEGY Risk is related to uncertainty, and in applied form The EA framework and methodology organizes is the potential source(s) for the failure or EA documentation in a way that allows strategy underperformance of a program or project. The to influence business and technology planning management of risk involves lowering or and decision-making. Strategic Goals. These are the primary objectives LESSON 2 of the enterprise. Strategic goals typically ENTERPRISE ARCHITECTURE IMPLEMENTATION require several years to accomplish. Changes in METHODOLOGY strategic goals are made in response in internal and external business and technology drivers Phase I: EA Program Establishment and/or changes in laws and regulations. Step 1: Establish the EA Management Program Strategic Initiatives. These are the business and and identify a Chief Architect. technology activities, programs, and projects that enable accomplishment of strategic goals, Step 2: Establish an EA implementation such that they can affect the fundamental methodology. direction of the enterprise. Step 3: Establish EA governance and links to Strategic Measures. These are outcome other management processes. measures that identify when a strategic initiative Step 4: Develop an EA Communication Plan to has successfully met a strategic goal. Outcome gain stakeholder buy-in. goals define when an enterprise is accomplishing its mission… when it ‘wins.’ Phase II: EA Framework and Tool Selection LIKING EA AND BUSINESS PLANNING Step 5: Select an EA documentation framework. Supporting Strategic Goals. Touch points Step 6: Identify EA Lines of Business/Crosscuts between strategic initiatives and business and the order of their documentation. activities need to be clearly documented. Step 7: Identify the EA components to be Documentation of Business Activities. to show documented framework-wide. inputs, outputs, outcomes, and other elements Step 8: Select documentation methods of influence regarding each business process. It’s appropriate for the framework. also important to identify how business processes are linked to one another. Step 9: Select software applications/tools to support automated EA documentation. Identifying Supporting Technologies. Analyzing business requirements and activities can reveal Step 10: Select and establish an on-line EA critical supporting technologies. repository for documentation and analysis. LIKING EA AND TECHNOLOGY PLANNING Phase III: Documentation of the EA Technology is a type of resource that enables Step 11: Evaluate existing business and information and other resource flows to support technology documentation for use in the EA. the creation and delivery of business products Step 12: Document current views of existing EA and services, which in turn enables the components in all framework areas achievement of strategic goals. (levels/threads). Store artifacts in the on-line repository. Step 13: Develop several future business/technology operating scenarios. Step 14: Identify future planning assumptions for 312- Module 1 information modeling techniques each future scenario. promoted new relational database designs, networked computing promoted the hosting of Step 15: Use the scenarios and other these databases in multiple locations on smaller program/staff input to drive the documentation computer “servers” that could be located closer of future EA components in all framework areas. to the end-user. Information systems standards Store artifacts in the on-line EA repository. based on international and industry agreements Step 16: Develop an EA Management Plan to emerged, as did new designs for the hosting and sequence planned changes in the EA. transport of the information. Phase IV: Use and Maintain the EA THE ZACHMAN ISA FRAMEWORK (1987 AND 1992) Step 17: Use EA information to support planning and decision-making. Zachman’s ISA framework is a schema with rows and columns that functions much like a relational Step 18: Regularly update current and future database in that he calls for the development of views of EA components. basic or “primitive” architectural artifacts for Step 19: Maintain an EA Repository for modeling each of the 30 cells in the schema, such that and analysis products. none of these artifacts are repeated in other cells or combined to create what Zachman calls Step 20: Release annual updates to the EA “composite” products. Management Plan. THE SPEWAK EA PLANNING METHOD (1992) MODULE 3 LESSON 1 Steven Spewak was further extending these DATABASE DESIGN ideas into a planning-oriented framework that In the first area, an approach to database incorporated new features including a focus on design, now known as the “structured” business, an implementation approach that approach, was developed for modeling the includes principles and values, a migration processing and structure of data. strategy, and ties to project management. He was also the first person to prominently feature Data Flow Diagramming (DFD) techniques the term “enterprise” in his framework as a way allowed enterprises to identify how an to emphasize the need for architecture to move information system would process data in beyond individual systems planning. support of a business function. Spewak states that EAP is a method for The Entity-Relationship Diagram (ERD) developing the top two levels of Zachman’s technique allowed analysts to identify the types Framework. The seven phases of EAP are of data items that an enterprise wanted to grouped into a four-layer “wedding cake” collect along with the attributes and shaped model that crates an implementation relationships of those data items. sequence. NETWORK DESIGN In the second area, the movement from mainframe to distributed computing also served to change the way that information systems and networks were designed. While structured IS  1 enterprise and the contribution of technology to support those processes. The term ‘business service’ is used to mean processes and procedures that accomplish the mission and purpose of the enterprise, whether that is to compete in the private sector, provide public services, educate, provide medical services, or provide a defense capability. Data and Information. Optimizing data and information exchanges is the secondary purpose THE EA3 CUBE FRAMEWORK (2004) of the architecture. The third level of the EA3 The concepts used in the “EA3 Cube” Framework is intended to document how Framework are founded on the works of Talcott information is currently being used by the Parsons, James Thompson, John Zachman, enterprise and how future information flows Steven Spewak, and the creators of the FEAF. would look. The EA3 Framework employs the generic shape Systems and Applications. The fourth level of of a cube, to show multiple vertical levels that the EA3 Framework is intended to organize and are different EA documentation areas; multiple document the current group of information layers of depth that are distinct activity areas- systems, and applications that the enterprise referred to as lines-of-business; and multiple uses to deliver IT capabilities. sub-cubes at each level that represent plug-and- play EA components. Networks and Infrastructure. This is the connectivity grid of the architecture, the host environment for applications and systems. The fifth and bottom level of the EA3 Framework is intended to organize and document current and future views of the voice, data, and video networks that the enterprise uses to host systems, applications, websites, and databases. LINES OF BUSINESS WITHIN THE EA3 CUBE FRAMEWORK A Line of Business (LOB) is a distinct area of activity within the enterprise. LOB can also be referred to as ‘vertical’ mission areas. It may The five levels of the EA3 Framework are involve provision of services, product hierarchical and integrated so that separate sub- development/delivery, or internal architectures are not needed to reflect different administrative functions. levels or functional areas of the enterprise. Products and Services. This is the architecture’s intended area of primary influence. The second level of the EA3 Framework identifies the business products services of the IS 312- Module CROSSCUTTING COMPONENTS WITHIN THE EA3 CUBE FRAMEWORK crosscutting business and technology components are established to provide common service and product delivery capabilities, databases, application suites, and network infrastructures. Crosscutting services are aimed at reducing application hosting costs, increasing the sharing of information, and enabling enterprise-wide infrastructure solutions. The TOGAF Framework The TOGAF standard is a framework for Enterprise Architecture. It may be used freely by any organization wishing to develop an Enterprise Architecture for use within that organization. The TOGAF standard is developed and maintained by members of The Open Group, working within the Architecture Forum The TOGAF standard has been developed through the collaborative efforts of the whole community. Using the TOGAF standard results in Enterprise Architecture that is consistent, reflects the needs of stakeholders, employs best practice, and gives due consideration both to current requirements and the perceived future needs of the business. WHO WOULD BENEFIT FROM USING THE TOGAF STANDARD? Any organization undertaking, or planning to undertake, the development and implementation of an Enterprise Architecture for the support of business transformation will benefit from use of the TOGAF standard.