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In this short presentation I will present a vision on embedding an enterprise architecture practice in the organization. I will start with a high-level overview of how I see the EA discipline. I will also present my ideas on how to link to other disciplines in the organization, such as strategy, risk management, security, etcetera.
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Embedding EA in the organization
Dr. Bas van Gils
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Abstract
In this short presentation I will present a vision on embedding an enterprise architecture practice in
the organization. I will start with a high-level overview of how I see the EA discipline. I will also
present my ideas on how to link to other disciplines in the organization, such as strategy,
risk management, security, etcetera.
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Bas van Gils
+31-(0)6-484 320 88
http://linkedin.com/in/basvg
http://blog.bizzdesign.com
http://www.twitter.com/basvg
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EA: Vision for the enterprise
http://www.flickr.com/photos/ramkarthik/4022566308/sizes/m/in/photostream/
http://www.flickr.com/photos/wtlphotos/2139923706/sizes/m/in/photostream/
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EA is a journey
http://droomengedicht.punt.nl/upload/gonsalves_sunsetssailresiZe.jpg
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EA: bridging concerns and perspectives
http://www.flickr.com/photos/aigle_dore/5086327581/sizes/m/in/photostream/
http://www.flickr.com/photos/welcome2bo/211605030/sizes/m/in/photostream/
http://www.flickr.com/photos/fatguyinalittlecoat/3054691362/sizes/m/in/photostream/
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Enterprise Architecture
EA is a conceptual tool that helps organizations get a deeper understanding of their own structure and of the way they work. It provides a map of the enterprise and it is a “route planner” for business and technology change. Important uses of it are in systematic IT planning/ architecting and in enhanced analysis and support for decision-making.
handbook enterprise architecture, BiZZdesign, 2012
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Embedding architecture in the organization
EA
Security
Governance
Risk management
Change / project
management
HR
Strategy
Process management
. . .
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Security
• Has its own frameworks and approaches• Is considered to be a specialism, not something that
“architects can also do on the side”• In TOGAF:
– Security is covered in the “guidelines and techniques” section– This is being reworked, TOGAF is integrating with SABSA
• Typical frameworks to consider:– SABSA– CISSP– CISM
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Governance
• There are many different types of governance in the organization. Architecture is but one aspect!
• Governance structures should be set-up integrally. Consider using a variant of the IT Governance assessment matrix:– 6 archetypes – 6 key players identified
• Link to governance frameworks such as COBIT, ASL/ ITIL• Link to existing governance initiatives (data governance,
security governance)
input decision input decision input decision input decision input decision
Business Monarchy
IT monarchy
Feudal
Federal
Duopoly
w ww ww ww ww w
DECISION
most common pattern for all firms statistically
Governance mechanisms
GO
VERN
ANCE
ARC
HETY
PE
ITprinciples
IT architecture
IT infrastructure strategies
Business application needs
ITinvestment
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Risk management
• Risk has many different definitions• Risk management techniques can / should be used in
each of the phases of TOGAF– Covers a broad spectrum of types of risk– Templates available for structured documentation / analysis– Aimed at mitigating risk
• Many project management approaches and security frameworks also have built-in methods, approaches, and standards for risk management
• Key to success is to establish roles and responsibilities and use an integrated approach to risk management
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Project / change management
• Organizations often deploy (a variant) of existingproject- and change management approaches:– General approaches: Prince2, MSP– Specific for software development: waterfall, RUP, SCRUM, etc.
• In some cases the approach consists of a series of “gates” (with appropriate documents that have to be made)
• TOGAF recommends to link to existing approaches that are already used in the organization!
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Human Resources
• Architects are “only humans” • Building an EA-capability requires people to grow in
their role• Close co-operation with HR is required in terms of:
– Defining what it means to be an EA– What KPI’s the performance of the EA-team is assessed against– Which training is required, by who, and when– How, and to what degree, non-architects should be trained in
architecture approaches, methods etc. in order to ease integrating the EA-approach in the organization
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From strategy to implementation
What do you think? Please let me know your thoughts, suggestions, best practices, and cases via E-mail
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