IS105 - Week 1-2 (Introduction to EA).pdf

Introduction to Enterprise Architecture Prof. Nina Bacolod  Objectives of this lesson: Define the purpose of EA Cite the elements of an EA management program Outline the elements of an EA documentation method Analyze the differences to other analysis/ planning a...

Introduction to Enterprise Architecture Prof. Nina Bacolod  Objectives of this lesson: Define the purpose of EA Cite the elements of an EA management program Outline the elements of an EA documentation method Analyze the differences to other analysis/ planning approaches 2  What is an Enterprise? An enterprise is any type of human endeavor. It could be an organization (e.g., company, charity, government, agency, department) or a collaborative collection of suborganizations with a shared set of objectives. It is supported by a platform such as buildings, equipment or information technologies. 3  What is an Enterprise? (con’t) An enterprise is composed with many components: process, organization, location, data, application, and technology. 4  What is an Enterprise? (con’t) An enterprise is composed with many components: process, organization, location, data, application, and technology. 5 What is an enterprise architecture (EA)? An enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of organizations. The intent of enterprise architecture is to determine how an organization can effectively achieve its current and future objectives. Enterprise architecture involves the practice of analyzing, planning, designing and eventual implementing of analysis on an enterprise. 6 What is an enterprise architecture (EA)? Enterprise architecture helps businesses going through digital transformation, since EA focuses on bringing both legacy applications and processes together in an attempt to form a seamless environment. The use of EA frameworks rose in response to increases in business technologies during the 1980s, when a need for a way to respond to rapid technology growth was integral to business strategy. 7 The following equation is the ‘sound bite’ version of what EA is all about, and is intended to help people remember the distinct difference between EA and other types of IT planning. that EA is driven by strategic goals and business requirements. 8 Enterprise Architecture Diagram 9  “Enterprise Architecture is a process for describing an enterprise (including its information systems), then planning and governing changes to improve the integrity and flexibility of enterprise”  Types of Enterprise Architecture 1. Business Architecture - Business Process - Organization - People 2. Information System Architecture - Data or Information Architecture - Application Architecture: Services 3. Technology Architecture - Hardware - Software - Network 11 12  Enterprise Architecture – 4 Domains - The basic architecture domains are layered, so that a higher domain drives a lower and the lower supports the higher. - For instance: the business architecture sets the goals and defines processes, where the application architecture defines the applications and services to support these processes. - Domains may also be across the layers, like information architecture: Each layer has aspects of the information – business architecture defines business objects, application architecture data structures and infra the 13 database management systems. Presentation title 14 15 16 17  Several well-known enterprise architecture frameworks 1. Zachman Framework 18  Several well-known enterprise architecture frameworks 2. Federal Enterprise Architecture Framework (FEAF) 3. Treasury Enterprise Architecture Framework (TEAF) 4. The Open Group Architecture Framework (TOGAF) 19  Business Alignment through EA Deeper understanding of organizational strategic intent. Correct IT investment allocation. Realized economies of scale. Elimination of redundancies. Reduced IT delivery time due to reuse Higher-quality decision making at all levels. An organization that works on the right things at the right time. 20  Business Alignment through EA Selection/identification of correct technologies/functionality required by the organization. An understanding of what we are doing and why and how individual roles and responsibilities support. Creation of an environment for enterprise success. 21  The importance of enterprise architecture Enterprise architecture will help multiple departments in a business understand the broader business model and articulate challenges and business risks. Because of this, enterprise architecture has an important role in unifying and coordinating departmental processes across an organization. Being able to access and understand business capability should also 22 help individuals identify gaps in their business, and from there, they  The purpose of enterprise architecture The main goals of enterprise architecture may be to create a map or blueprint of the structure and operations of an organization. This blueprint should include information such as a map of IT assets and business processes. Other common goals include promoting team alignment and standardization. This can be done in part by unifying environments across teams and organizations. 23  Benefits of enterprise architecture Improved decision-making; Improved adaptability to changing demands or market conditions; Elimination of inefficient and redundant processes; Optimization of the use of organizational assets; 24  Benefits of enterprise architecture Minimization of employee turnover; Support organization changes for redesigns and reorganization; Makes it easier to evaluate architecture against long-term goals; Can give views of IT architectures to those outside of IT; 25  Benefits of enterprise architecture Can help with the unification of processes in IT; Can help simplify finance teams; and Facilitates collaboration with project management. 26  The Structure and Culture of Enterprises Enterprise architects need to understand the role of organizational structure and culture in developing an EA. Structure and culture are important to include in the EA in order to accurately reflect the true nature of organizational goals, processes, and informal structures which influence the current and future views of the architecture.  The Structure and Culture of Enterprises Understanding structure and culture are also important in working with stakeholders to gain their support and manage expectations for the development and implementation of the EA program. Enterprises are types of social organizations and as such, the concepts of organizational theory presented in this chapter are applicable to the practice of EA.  The Structure and Culture of Enterprises Culture - The beliefs, customs, values, structure, normative rules, and material traits of a social organization. Culture is evident in many aspects of how an organization functions.  The Structure and Culture of Enterprises Stakeholder - Everyone who is or will be affected by a policy, program, project, activity, or resource. Stakeholders for the EA program include executive sponsors, architects, program managers, users, and support staff.  The Culture The definition of organizational structure and culture is important to the success of a business. It is necessary that a business owner or operator understands the difference between the organizational structure and the culture of the business. The best organizational structure will depend on the company and its employees. The understanding of social enterprises are critical and is as critical the choice of EA approach and other methodology. If a business wants to be effective, it needs to have a strong organizational structure and culture. 31  Understanding Organizational Culture Organizational culture is the expectations of the business. These are unwritten rules that dictate the attire, work ethic, and overall structure of the business. A new employee will often have to learn and follow these rules to fit into a business and its culture. Consider it the personality of the business. This culture sets the standards for the workplace and affects how the employees are expected to act. 32  Understanding Organizational Culture Organizational culture might include the following: Commonly shared beliefs. Values that dictate the employees' behaviors. Agreed upon assumptions. Most organizations have a unique culture that sets them apart from other businesses. These unspoken culture rules affect the employees, managers, and owners of the business. 33  Understanding Organizational Structure Organizational structure is the legal structure of the business. The organizational structure might include the following: The method in which you register your business. The formal system of roles and authority within the business. The organizational chart. The policies and methods used to assign manager tasks. The hierarchy structure. 34  Understanding Organizational Structure Not having a formal structure in place may prove difficult for certain organizations. For instance, employees may have difficulty knowing to whom they should report. That can lead to uncertainty as to who is responsible for what in the organization. 35  Things That Affect Organizational Structure There are a few things that can affect the organizational structure of a business. Growth can also affect the organizational structure. As a business grows, it will need additional managers and employees, which can change the current organizational structure. Diversification can also be an influential factor as the number of products or services within the business expands. 36  Flexible Organizational Structures Many business owners believe that a flexible organizational structure is the most empowering type. A flexible organizational structure includes fewer managers, less centralization, and less formal rules and regulations. A flexible structure is set at the department level of the hierarchy. 37  The Structure of Enterprises The Leavitt Diamond Model One of the early models of general organizational structure is the “Levitt Diamond” presented in 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 Parsons/Thompson Model Another model of general organizational structure is a three-level view that was originally envisioned by sociologist Talcott Parsons in the 1950’s and further developed by sociologist James Thompson in the 1960’s. Parsons’ research identified three general levels that are common to most social organizations (technical, managerial, and institutional), based on the observation that different types of activities occur at each level. The Parsons/Thompson Model