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Enterprise Architecture Planning
Why do it?- Key Concepts & Overview of Approach
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Tony Baker, MBA, CMC
tony.baker@pentire.bc.ca250.727.1715
© Pentire Consulting, Inc. 2
Contents IT Organizational Challenges The Response EA = Four Architectures EAP Essentials Possible EAP Pitfalls
IT Organizational Challenges
© Pentire Consulting, Inc. 4
Conflicting Demands Focused on the immediate needs of
users while keeping an eye on the business
vision Responding to a shifting technology
landscape while under pressure for “better,
faster, cheaper”
© Pentire Consulting, Inc. 5
IT Management Issues1. Aligning IT and
corporate goals 2. Organizing and using
information 3. Building cross-
functional information systems
4. Using IT for competitive advantage
5. Integrating systems
6. Capitalizing on advances in IT
7. Connecting to customers
8. Updating obsolete systems
9. Creating an information architecture
10. Implementing business reengineering
Source: Computer Sciences Corp.
© Pentire Consulting, Inc. 6
IT Management Drivers Deliver business value
Tightly align IT to business objectives Control costs
Squeeze every ounce of leverage from existing and future IT investments
Sense and respond Improve the cross-functional capabilities of
the organization Extend those capabilities outside the
organization to reach clients and stakeholders more effectively
The Response
The Enterprise Architecture (EA)
A logical plan of activities and projects that guides the progression of an organization's information systems and infrastructure from its current state to a desired future state
© Pentire Consulting, Inc. 8
Why an Enterprise Architecture? Cohesion and harmony
Avoids “silo” thinking Discipline and accountability
Supportable, informed decisions Cheaper in the long run
Avoids costly “cul-de-sac” directions Increases integration
© Pentire Consulting, Inc. 9
Enterprise Architecture Planning Address business needs Develop technical solutions that
make simple things easy hard things possible
Adaptable to evolution of business and technology
© Pentire Consulting, Inc. 10
The City Planning Model Cities…
have parks, offices, roads, amenities, hospitals, stores, libraries
are designed to meet varied, disparate needs
Same with IT architectures One-size-fits-all doesn’t work! Must design for flexibility, growth,
emerging needs
© Pentire Consulting, Inc. 11
The City Planning Process Understand needs
Recognise that you do not have full control!
Forecast future requirements Build infrastructure
Roads, utilities, etc Impose standards, guidelines
Zoning rules, by-laws, etc
EA = Four Architectures
© Pentire Consulting, Inc. 13
Business Architecture High-level goals and objectives Products and services of the business Business processes
Functions and cross-functional activities
Organizational structures Interaction of all these elements
© Pentire Consulting, Inc. 14
Application Architecture The automated services
that support the processes presented in the business architecture
Interaction and interdependencies (interfaces) of the applications
Priorities for developing new applications and revising old applications Based directly on the business
architecture
© Pentire Consulting, Inc. 15
Information Architecture Corporate information model Data management policies Patterns of information use and
production in the organization
© Pentire Consulting, Inc. 16
Technology Architecture Desktop and server hardware Operating systems Networks Peripherals Security
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Standards Project management Software development lifecycle Security Database management Technology Data administration Others…
EAP Essentials
© Pentire Consulting, Inc. 19
A Myth You can create a detailed enterprise
architecture using a single, large collective effort
Not true! There is no one “answer” The process is evolutionary
© Pentire Consulting, Inc. 20
A Better Way Define a goal based on business
priorities Define a series of steps to get there Deliver quick wins early Review often and iterate
Goals change over time The process is a dynamic, moving
window
© Pentire Consulting, Inc. 21
Align Business and IT Business group responsibility
Include and inform IT group early and often
Concentrate on the business Don’t be seduced by flashy technologies!
IT group responsibility Think business first, then technology Don’t invent technology solutions to
non-existent business problems
© Pentire Consulting, Inc. 22
Key Elements…1 Integrated
Needs of business stakeholders, the architecture team, and individual project teams are balanced
Iterative Built through a succession of
versioned releases
© Pentire Consulting, Inc. 23
Key Elements…2 Actionable
Interim releases can be implemented while advancing the architecture to the overall desired future state
Provides opportunity for feedback and course correction
Prioritized Focus effort in areas that provide the most
value to the business Maintain support to critical business
processes
© Pentire Consulting, Inc. 24
Versioned Releases Keep versions
tightly focused A version may
address just one part of the architecture
“Get it out there, get it validated, don’t make it up!”
Remember: Smaller is better
than larger Understood is
better than unknown
Progress is better than promises
© Pentire Consulting, Inc. 25
Tie Projects to the Architecture Develop an architecture framework Concentrate on critical areas and core
processes Define projects with clear, measurable
goals tied to the framework Execute projects & measure success Plan while building; build while planning
© Pentire Consulting, Inc. 26
Managed Action An enterprise architecture must produce
a clear vision actionable deliverables in versioned
releases Don’t expect to have all the answers Concentrate on small, achievable goals
but goals that are part of a larger vision Don’t lose sight of the vision!
Possible EAP Pitfalls
"Would you tell me, please, which way I ought to go from here?" asked Alice.
"That depends a good deal on where you want to get to," said the Cheshire Cat.
"I don't much care where," said Alice.
"Then, it doesn't matter which way you go," said the Cat.
© Pentire Consulting, Inc. 28
Red Flags Not tied to business
objectives approach lacks
relevance Lack of clear direction
& goals rudderless
No focus on implementation results take too long
No course correction results don’t meet
needs Too big & complex
risky, costly, unwieldy
Stand-alone solutions perpetuate “silos”
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