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Challenges and Challenges and Recommendations for Recommendations for
Challenges and Challenges and Recommendations for Recommendations for
Transformational Transformational Enterprise ArchitectureEnterprise Architecture
Transformational Transformational Enterprise ArchitectureEnterprise Architecturepppp
Steve Else, Ph.D.CEO and Chief Enterprise Architect EA Principals
6268 Lincolnia RdAlexandria, VA 22312
© 2013 EA Principals – Slide 1
CEO and Chief Enterprise Architect, EA Principals17 Feb 2014 (703) 333-6098
AgendaAgendaAgendaAgenda
Major Challenges to Enterprise Architecture
Th C bilit M d lThe Capability Model
EA Frameworks & Maturityy
EA: A Structured Approach and Quantifying Success
© 2013 EA Principals – Slide 2
Major Challenges to Enterprise ArchitectureMajor Challenges to Enterprise Architecture
© 2013 EA Principals – Slide 3
EA ChallengesEA ChallengesEA ChallengesEA Challenges
Major Challenges working with Large, C l O i tiComplex OrganizationsCredibility of EAA lot of confusion about what an
Enterprise is, what Architecture is, what p , ,EA is. Need to better explain. People need a better foundation.
© 2013 EA Principals – Slide 4
EA Challenges 2EA Challenges 2EA Challenges 2EA Challenges 2
Lack of overall maturity in the discipline, h i th ti l ti f A hit tsuch as in the articulation of Architecture
Patterns for common challengesLack of Architecture Patterns for
Customizing EA Frameworks for Different Kinds of Organizations -- such as tailored Governance, Resource, Maturity, Content, and Stakeholder Management Patterns (e.g., for insurance and telecom)
© 2013 EA Principals – Slide 5
EA Challenges 3EA Challenges 3EA Challenges 3EA Challenges 3
Architecture Patterns are needed for i i A hit t F k dmixing Architecture Frameworks, and a
Framework with ITIL, Solutions A hit t d t PMOArchitecture, and a strong PMONeed for a Business Case Pattern for
different kinds of organizations that could help explain what approach to take based on maturity and complexity, size, urgency and readiness for change.
© 2013 EA Principals – Slide 6
EA Challenges 4EA Challenges 4EA Challenges 4EA Challenges 4
The need to get business and technology collaboration is great but the organizational cultures are not gnecessarily set up to facilitate thisConfusion about roles CxO prioritiesConfusion about roles, CxO priorities,
line of business requirements and i ti d li i EA h thincentives, and aligning EA, whether as pull or push.
© 2013 EA Principals – Slide 7
EA Challenges 5EA Challenges 5EA Challenges 5EA Challenges 5
CTOs often have to play the role envisioned for a Chief Enterprise Architect, while the Business Architects are in the Lines of Business and the Data experts are inBusiness and the Data experts are in the DBA business.EA d t b b id tEA needs to become a bridge to
quantifiably improved business
© 2013 EA Principals – Slide 8
capability management.
EA Challenges 6EA Challenges 6EA Challenges 6EA Challenges 6
No perfect framework, organization, or people existspeople existsNeed a pattern for rapid maturity of EA
b d d i i l tgovernance based on sound principles, to include:T d b iTop down buy inOutstanding communication and stakeholder
engagementengagementBeing able to interweave the different domains,
layers, workflows, expectations, legalities, / j ffi i l d
© 2013 EA Principals – Slide 9
program/project management, etc., efficiently and effectively.
Selected EA Factors Selected EA Factors Selected EA Factors Selected EA Factors
Business Context/NeedsStrategic Plans
Business Technology
Vision,Requirements, Context/NeedsRequirements,and Practices
Aligned ActionsCascading Impacts EAEcosystem
Capital Planning andEA Governance Capital Planning andInvestment Control
• Project Selection• Project Control• Project Evaluation• Return on
EA Governance• EA Development• EA Principles• EA Use• EA Maintenance• EA Compliance
Systems Life Cycle• Systems Migration• Technology Insertion• Dual Operations• Deployment Plans
© 2013 EA Principals – Slide 10
Return on Investment
p
Executive concerns that imply a need Executive concerns that imply a need for EAfor EA
Executive concerns that imply a need Executive concerns that imply a need for EAfor EA
© 2013 EA Principals – Slide 11
EA ImpactsEA ImpactsEA ImpactsEA Impacts
The Holistic ApproachThe Holistic Approach
Provides a complete picture of the
Complementary Features
Aligns The Collage of Attributes
of the Enterprise
Aligns technology and resources to business processes and
Streamlines the Enterprise by reducing
Enabling Decision Making
Enables the E t i t
Improvementspstrategy redundancy in
business processes, data, technology and projects
Enterprise to make informed decisions and investments by being able to see
Improves business agility through modularization projects being able to see
the big picture and standardization
© 2013 EA Principals – Slide 12
Business Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise ArchitectureBusiness Benefits of Enterprise Architecture
More consistent Can help an organization
better achieve its business strategy
Potential for faster time to market for new innovations and
capabilities
More consistent business
processes and information
across business
Increase in reliability and security and reduce riskstrategy capabilities units
Source: “Why Enterprise Architecture Matters?”, The Open Group White Paper, W076
© 2013 EA Principals – Slide 13
Organizational Impacts of EAOrganizational Impacts of EAOrganizational Impacts of EAOrganizational Impacts of EA
• to better accomplish the missionOperational/tactical
• execute purpose and vision in policy, practiceStrategic
• measure, analyze, improve outcomesPerformance
• analyze, understand, manage complex internal and external issues
Make sense of complexity
• better marshal data/ information/knowledge • better marshal data/ information/knowledge to improve speed & accuracyImprove decision making
• reduce cost, increase revenue, better plan, Business case/ROI
© 2013 EA Principals – Slide 14
acquire, and manage resourcesBusiness case/ROI
Architecture BreakdownArchitecture BreakdownArchitecture BreakdownArchitecture Breakdown
Business Architecture relates to the architectural organization of business, and the documents and diagrams that describe that
architectural organization. It bridges between the enterprise
Solution Architecture aims to address specific problems and requirements, usually through
the design of specific business model of an enterprise or a business unit on one side
and the business operations that implement the business
architecture on another side.
the design of specific information systems or
applications.
Enterprise IT/IS Architecture Enterprise IT/IS Architecture (EITA) is the overall
architecture for an enterprise’s information technology
© 2013 EA Principals – Slide 15
EA ComponentsEA ComponentsEA ComponentsEA Components
Technology Architecture
Application
Architecture
Supported by
Information
Application Architecture
Prescribes
Business Architecture
Information Architecture
Drives
© 2013 EA Principals – Slide 16
Steps to Achieve EASteps to Achieve EASteps to Achieve EASteps to Achieve EA
Maintain the Enterprise
Architecture
Obtain Executive Buy-In and Support
Establish Management
Use the Enterprise Architecture
Management Structure and
Control
Define an D fArchitecture Process
and Approach
Develop Baseline Enterprise
Architecture
Develop the Sequencing Plan
© 2013 EA Principals – Slide 17
Develop Target Enterprise
Architecture
The EA LifecycleThe EA LifecycleThe EA LifecycleThe EA Lifecycle
Training Requirements Design Implementation Verification Release Response
Conduct Establish Establish Implement Verify Prepare Response Conduct EA
Training
Establish Requirements
Stakeholder Analysis
Establish Design Requirements
Design Modeling
Implement EA Architecture
Implement EA Framework
yProgress
Verify Architecture Principles
Stress
pRelease Plan
Review Final Release
Prepare Archives
Response Mechanism
and Execute Response
Plan
Testing
© 2013 EA Principals – Slide 18
Business Capability AnalysisBusiness Capability Analysis
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Role of a Capability ModelRole of a Capability ModelRole of a Capability ModelRole of a Capability Model
Capability models provide the high-level foundation for alignment between them. Business Architecture, an overarching blueprint of the business, enables the mapping of capabilities to the strategies, goals, bj i i i i i i f i li i d objectives, initiatives, information assets, processes, applications, and
services that implement them.
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EA Capability setupEA Capability setupEA Capability setupEA Capability setup
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Principles That Define CapabilityPrinciples That Define CapabilityPrinciples That Define CapabilityPrinciples That Define Capability
© 2013 EA Principals – Slide 22
Business Capability ArchitectureBusiness Capability ArchitectureBusiness Capability ArchitectureBusiness Capability Architecture
Delivers transparency and p yclarity to enable issue analysis
and resolution
Business
Enables business professionals to perform root cause analysis,
establish priorities and articulate requirements to a wide variety of stakeholders
Enables investment focus on essential business capabilities, information requirements and
value streams Business Capability Model:
Value Added
Provides a holistic view of the business -- one that extends
into outsourcing customer and
Makes it possible for the business to take ownership of
and drive transformation t t i f b i
© 2013 EA Principals – Slide 23
into outsourcing, customer and other related stakeholder
domains
strategies from a business perspective
Benefits of Capability AnalysisBenefits of Capability AnalysisBenefits of Capability AnalysisBenefits of Capability Analysis
Establish a common vocabulary across business units and
product lines
Remove organizational and technological complexities from issue analysis and product lines decision making
Provide a holistic baseline for developing roadmaps that avoid the trappings of silo
Serve as basis for planning and deploying
priority business initiatives including the trappings of silo-
based budgeting and deployment
initiatives, including business/IT
transformation efforts
© 2013 EA Principals – Slide 24
Enterprise Architecture FrameworksEnterprise Architecture Frameworks
© 2013 EA Principals – Slide 25
Popular EA FrameworksPopular EA FrameworksPopular EA FrameworksPopular EA Frameworks•Federal EA provides a common
methodology for information technology (IT) acquisition, use, and disposal in the Federal government.
•Federated EA considers the
•A taxonomy for organizing architectural artifacts (in other words, design documents, specifications, and models) that takes into account both whom the
tensions of attempting to capture the benefits of both centralized
and decentralized IT functions, in a way that balances the interests of
the whole (of government) with the autonomy of agencies
artifact targets (for example, business owner and builder) and what particular issue (for example, data and functionality) is being addressed
ZachmanFederal
Enterprise autonomy of agenciesZachmanFramework
EnterpriseArchitecture
FEAF
DepartmentofDefense
Architecture
TheOpenGroup
ArchitectureFramework
•(DoDAF) defines a set of views that act as mechanisms for visualizing,
understanding, and assimilating the broad scope and complexities of an
architecture description through
•(TOGAF) provides a comprehensive approach for designing, planning, implementation, and governance of an enterprise architecture.
FrameworkFrameworkTOGAF
© 2013 EA Principals – Slide 26
architecture description through tabular, structural, behavioral,
ontological, pictorial, temporal or graphical means.
TOGAF’s Concept of ArchitectureTOGAF’s Concept of ArchitectureTOGAF’s Concept of ArchitectureTOGAF’s Concept of Architecture
Artifact
A formal description Concept
Fp
of a system, or a detailed plan of the system at component l l t id it
The structure of components, their inter-relationships,
Support Functions
TOGAF designed to support:level to guide its
implementation
p ,and the principles and guidelines governing their design and
l ti ti
support:• Business Architecture• Data Architecture• Application Architecture
evolution over time pp
• Technology Architecture
© 2013 EA Principals – Slide 27
TOGAF Provides a Development MethodTOGAF Provides a Development MethodTOGAF Provides a Development MethodTOGAF Provides a Development Method
Phases: Preliminary
• Charter & mobilization• Charter & mobilization A. Architectural vision
• scope, stakeholders, vision & approvals B. Business architecture
• business architecture to support agreed pp gvision
C. Information systems architecture• includes data and application
architectures D Technology architecture D. Technology architecture E. Opportunities & solutions
• delivery vehicles and implementation planning
F. Migration planning• sequence of transition architectures with
implementation & migration plans G. Implementation governance H. Architecture change management Requirements management
© 2013 EA Principals – Slide 28
Requirements management (throughout)
Continuously Maintaining the CapabilityContinuously Maintaining the CapabilityContinuously Maintaining the CapabilityContinuously Maintaining the Capability
© 2013 EA Principals – Slide 29
Maturity CharacteristicsMaturity Characteristics
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Maturity CriteriaMaturity CriteriaMaturity CriteriaMaturity Criteria
© 2013 EA Principals – Slide 31
An EA Maturity ModelAn EA Maturity ModelAn EA Maturity ModelAn EA Maturity Model
© 2013 EA Principals – Slide 32
EA: A Structured A h f
EA: A Structured A h fApproach for SustainabilityApproach for SustainabilitySustainabilitySustainability
© 2013 EA Principals
WorldWorld--class EA Capability Modelclass EA Capability ModelWorldWorld--class EA Capability Modelclass EA Capability Model
© 2013 EA Principals – Slide 34
Enterprise Architecture Enterprise Architecture –– Planning Planning the City Landscapethe City Landscape
Enterprise Architecture Enterprise Architecture –– Planning Planning the City Landscapethe City Landscapey py py py p
Change
© 2013 EA Principals – Slide 35
Change Management Architecture
Design
Breaking Down the CityBreaking Down the CityBreaking Down the CityBreaking Down the City
City Planning Enterprise ArchitecturePlan the City with holistic and long- Plan the Enterprise for the long y gterm considerations
p gterm
Establishing building codes and common building blocks for reuse
d i t t
Establish the business process and technology standards and patterns f d i t tand interoperate for reuse and interoperate
Establish the common infrastructure such as roads,bridges drainage and water
Establish the common resources of network, platforms, security, and data management bridges, drainage, and water
reservoirsdata management
The primary concern in a city planning model comprises of
The Enterprise Architecture is also about the people primarily the planning model comprises of
safeguarding the interests of the people and residents
about the people, primarily the customer, members of the staff and management personal
City Planning governance is The EA governance also
© 2013 EA Principals – Slide 36
y g gcompliance to a set of rules and regulations
gincorporates compliance to standards, principles, the law, etc.
The Enterprise’s GoalsThe Enterprise’s GoalsThe Enterprise’s GoalsThe Enterprise’s Goals
© 2013 EA Principals – Slide 37
The EA RoadmapThe EA RoadmapThe EA RoadmapThe EA Roadmap
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What the EA Team Needs to DoWhat the EA Team Needs to DoWhat the EA Team Needs to DoWhat the EA Team Needs to Do
To develop an in-depth understanding of the business strategy and plans and then customize an EA framework
Develop the layers of the architecture required to support these strategies and plans.
To ensure the architecture strategies are aligned with organizational drivers. D l d i iti t l hi h th l f th hit t Develop and initiate plans which ensure the layers of the architecture are
developed so as to maximize benefit. To ensure the layers of the architecture are fully aligned. To take ownership of the overall the layers of the architecture To take ownership of the overall the layers of the architecture. To communicate the architecture and strategies within IT and to the
organization and to work with IT and organizational managers to ensure that the architecture is accepted and understood. p
To ensure transition/migration plans for the systems architecture are clearly articulated.
© 2013 EA Principals – Slide 39
What the EA Team Needs to Do 2What the EA Team Needs to Do 2What the EA Team Needs to Do 2What the EA Team Needs to Do 2
To work with organization and IT managers to develop the overall IT strategic plan that supports all elements of the EA architecture. The plan
t l li ith b i d t h i l d li l d t imust also align with business and technical delivery plans and contain specific reference to new or modified solutions and functionality.
To work with the Service & Support and Delivery groups to develop and maintain a comprehensive and current repository of the systemsmaintain a comprehensive and current repository of the systems architecture.
To act as the overall design authority ensuring conformance to, or approved deviation from, the agreed systems, process and data architecture element(s).
To carry out impact analysis on the layers of the architecture of new organizational strategies and, where necessary, to turn the impact analysis into action plansinto action plans.
© 2013 EA Principals – Slide 40
What the EA Team Needs to Do 3What the EA Team Needs to Do 3What the EA Team Needs to Do 3What the EA Team Needs to Do 3
To review the architecture on a continuous basis, taking into account developments in the environment.
To maintain an understanding of major vendor based offerings available in the marketplace.
Accomplish financial management and benchmarking of the architecture practicepractice
To ensure that a comprehensive IT risk management framework is in place and to monitor the operation of that framework
To ensure that relevant best practice policies are adopted and adhered to To ensure that relevant best practice policies are adopted and adhered to for all aspects of IT security
To ensure that appropriate Business Continuity architecture and plans are in place and regularly tested.
© 2013 EA Principals – Slide 41
EA RoadmapEA RoadmapEA RoadmapEA Roadmap
© 2013 EA Principals – Slide 42
Quantifying EA SuccessQuantifying EA Success
© 2013 EA Principals – Slide 43
Dynamics of a Successful EA ProjectDynamics of a Successful EA ProjectDynamics of a Successful EA ProjectDynamics of a Successful EA Project
© 2013 EA Principals – Slide 44
EA Success MetricsEA Success MetricsEA Success MetricsEA Success Metrics
EA Strategy Clearly Articulates EA’s Strategic
Progress Aligns with Leadership Perspective Displays Strategy Velocity
EA’s Financial Impact
Reflect the current budget cycle Return on Investments Use Financial Estimates
Customer Satisfaction
Quality of Service Relationship Building Timeliness & Perceived Value
Capability Growth
F F t Ali ith IT & B i G l Enhancement of technical and
Quality of Service Relationship Building Timeliness & Perceived Value
Process Improvement
Focus on Future Align with IT & Business Goals Enhancement of technical and organizational skills
© 2013 EA Principals – Slide 45
Process Governance Process Maturity
Questions?Questions?Questions?Questions?
Thank you!
© 2013 EA Principals