Gotze_FutureOfEA

The Future of The Future of Enterprise ArchitectureEnterprise Architecture

- Towards the Coherent Enterprise- Towards the Coherent Enterprise

John Gøtze

Imagine an enterprise that had not heard of EA. It is operational (sort of)

It produces and uses information (there are artefacts)

No enterprise wide coherence (at best accidental coherence)

In the Beginning ...

IT

Business

Existing Enterprise

EA Not applied

Information Indecision

Too much information Too much complexity Too many challenges Too little time

Business Intelligence vs. Intelligent Business

Conditions

• The Constancy of Change– Lewis Caroll’s Red Queen: "in this place it takes all the

running you can do, to keep in the same place.”• Neurath's Boat

– ”We are like sailors who on the open sea must reconstruct their ship but are never able to start afresh from the bottom.”

Disruption

Alignment

= 0”Remember Your Vector Math!”

Agility

Assurance

10

EA = ?

Everything Aligned Enabled Agility Embedded Assurance ...

Occam's Razor

"All other things being equal, the simplest solution is the best."

Ross, Weill & Robertson:“Enterprise Architecture as Strategy”

Five elements Strategic Initiatives Operating Model Enterprise Architecture Engagement Model Foundation for execution

The IT infrastructure and digitized business processes automating a company’s core capabilities.

Operating Model

Operating Model

Single point of contact

Begins with customers

Synergy and Responsiveness

Begins with processes, customers and shared services

Scalability Begins with

processes

Economies of scale

Begins with shared services

N=1 & R=G

Geoffrey Moore's Cycle of Innovation

Deploy

Invent Offload

Core Context

Mission Critical

Non-Mission-Critical

Manage

Fund next innovation

IV

IIIII

I

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Technology

Business

Strategy

Use of EA to ensure Alignment of Business & IT Capture Understanding of Business

Target: Systems Architecture and Design

Valuable and the most practiced form of EA

Foundation Architecture

Captured

Captured and Designed

Not appliedIT

Business

Existing Enterprise

EA Addition

Understand the Business

Design Systems

EA 1.0

EAFramework

EA Artifacts

EABest Practices

EA Methodology

EA Tools &Repository

A “complete” EA approach must have all of these elements, which are specifically designed to work together in the context of the (IT) governance process.

(IT)Governance

”Complete” EA Approach

Carnegie Mellon University

NetworkNetworkInfrastructureInfrastructure








Networks Networks &&InfrastructureInfrastructure

Systems Systems &&ApplicationsApplications

Data Data &&InformationInformation

Products Products &&ServicesServices

NetworkNetworkInfrastructureInfrastructureNetworkNetwork

InfrastructureInfrastructureGoals Goals &&InitiativesInitiatives

Lines of BusinessLines of Business

CCOOMMPPOONNEENNTTSS

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Scott Bernard's EA3 Cube

Scott Bernard's EA3 Cube

EA Artifacts

EABest Practices

EAMethodology

EA Tools &Repository

DetailedDetailedViewView

MidMidLevelLevelViewView

High High LevelLevelViewView

Current EA Current EA ViewsViews

Enterprise Architecture RepositoryEnterprise Architecture Repository

PerformancePerformanceMeasuresMeasures

StrategicStrategicPlanPlan

Goals &Goals &InitiativesInitiatives

Investment Investment PortfolioPortfolio

BusinessBusinessPlanPlan

BusinessBusinessProcessesProcesses

DataDataDictionaryDictionary

KnowledgeKnowledgeWarehouseWarehouse

InformationInformationFlowsFlows

ApplicationApplicationInventoryInventory

BusinessBusinessSystemsSystems

SupportSupportSystemsSystems

BuildingsBuildings& Equipment& Equipment

Wide AreaWide AreaNetworkNetwork

Local AreaLocal AreaNetworkNetwork

DataDataPrivacyPrivacy

SecuritySecurityProgramProgram

SystemSystemCertificationsCertifications

GoalsGoals& Initiatives& Initiatives

ProductsProducts& Services& Services

Data &Data &InformationInformation

Systems &Systems &ApplicationsApplications

Networks &Networks &InfrastructureInfrastructure

SecuritySecuritySolutionsSolutions

Site MapSite MapEA TutorialEA TutorialEA Program EA Program Future EA ViewsFuture EA Views EA StandardsEA StandardsEA Management PlanEA Management Plan

DetailedDetailedViewView

MidMidLevelLevelViewView

High High LevelLevelViewView

Current EA Current EA ViewsViews

Enterprise Architecture RepositoryEnterprise Architecture Repository

PerformancePerformanceMeasuresMeasures

StrategicStrategicPlanPlan

Goals &Goals &InitiativesInitiatives

Investment Investment PortfolioPortfolio

BusinessBusinessPlanPlan

BusinessBusinessProcessesProcesses

DataDataDictionaryDictionary

KnowledgeKnowledgeWarehouseWarehouse

InformationInformationFlowsFlows

ApplicationApplicationInventoryInventory

BusinessBusinessSystemsSystems

SupportSupportSystemsSystems

BuildingsBuildings& Equipment& Equipment

Wide AreaWide AreaNetworkNetwork

Local AreaLocal AreaNetworkNetwork

DataDataPrivacyPrivacy

SecuritySecurityProgramProgram

SystemSystemCertificationsCertifications

GoalsGoals& Initiatives& Initiatives

ProductsProducts& Services& Services




SecuritySecuritySolutionsSolutions

Site MapSite MapEA TutorialEA TutorialEA Program EA Program Future EA ViewsFuture EA Views EA StandardsEA StandardsEA Management PlanEA Management Plan












Products &Products &ServicesServices


InfrastructureInfrastructureGoals &Goals &InitiativesInitiatives



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• Strategic Level– Strategic Plan– Future Operating Scenarios– Balanced Scorecard ™ Goals and Measures

• Business Level– Business Plan (E - Commerce Plan / E - Government Plan)– Business Requirements Use Cases– Business Case – Investment Portfolio– Business Process Management Applications– Business Process Reengineering / Improvement

• Technology Level– Service Oriented Architecture– Object - Oriented Data Modeling/Application Development– Network - Centric Systems Engineering– Enterprise Resource Planning Systems– Network Management Applications– Security Architecture

S+B+T

- Provides Excellent Value

- Some implementations are simply IT Architecture at the Enterprise Level

- In some cases this is all you need for a particular investment.


Saint- Exupéry

FEA Practice Guide, OMB 2006. http://www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance.pdf

http://www.whitehouse.gov/omb/egov/documents/FEA_Practice_Guidance.pdf

EA Transition Planning An enterprise architecture is in continual transition as implementation and

upgrade projects are completed. Needs coordination, prioritization, and oversight. ”We need a plan”.












Products & Products & ServicesServices


InfrastructureInfrastructureGoals & Goals & InitiativesInitiatives



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EAManagement

Plan

Current Architecture Future Architecture

Forward-Looking Architecture One of the purposes of an EA program is to develop future

views of the architecture

















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EAManagement

Plan

Current Architecture Future Architecture

Many stakeholders Many layers Big projects

Money Time Extent

A “discipline” Science Practice

EA is (like) Urban Planning

39

Enterprise Architecture 2.0

Approaches can scale from local to global. CEO wants to own and use the architecture. Integrates Strategic, Business, and

Technology Planning. Moving from Documentation to Analysis, to

Design -- supported by better tools/artifacts. More standards on terms and methods from

international and national bodies. More case studies of good and bad EA in the

public and private sector.

Non-IT use of EA Support Coherence Generally (e.g. Policy Alignment)

Enables ‘Enterprise Engineering’

Less practiced form but arguably more valuable than foundation

Extended Architecture

Captured


Not appliedIT

Business

Existing Enterprise

EA Addition

DesignBusiness

Design Systems

EA 2.0

Traditional Business Architecture: Capturing business requirements to build

systems Results in solutions aligned to business

New Business Architecture: Design the business to achieve desired

business outcomes Results in business aligned to purpose


Think business “Purpose” not just business “Process”

The use of EA by non-IT and IT in normal processes.

Architecture is already there, so an enterprise’s architecture should NOT be developed as a project. It should be leveraged.

Find these key descriptive processes, apply EA structure to those artefacts and enable alignment.

Embedded Architecture

Captured


StructuredIT

Business

Existing Enterprise

EA Addition

Align Those Doing Business Design

Align Those Doing IT Design

EA 3.0

Embedded ArchitectureImplications EA becomes the task of the CxO Leaders

Alignment Support is the Chief Architect’s Responsibility

'Built-Out' effort gets reduced because we get to reuse 'Built-In' artefacts.

Example: When starting transformation of a policy center because of new political direction we would:

Previously – Begin the process of properly capturing the “As Is”.

Now – We simply get the “As Is” from the artefacts updated through regular process (e.g. Annual Plans, Budgets…).

Motto: Find It, Structure It, and Align It

Balanced EA

• Ubiquitous, embedded architecture– ”Way of Life”

• Living architecture, ever-green• Solid foundation• Strategic alignment

• Alignment, Agility AND Assurance• Coherent enterpriseCoherent enterprise

Gary Hamel

• Management innovation• Our enterprises have '21st-

century, Internet-enabled business processes, mid-20th-century management processes, all built atop 19th-century management principles'

• Management 2.0• New Management DNA

May 2008

50

Alignment of Business & IT


Captured

Captured and DesignedNot appliedIT

Business

Existing Enterprise

EA Addition

Understand the

Business

Design Systems

EA 1.0

51

Non-IT use of EA


Captured


Not appliedIT

Business

Existing Enterprise

EA Addition

DesignBusiness

Design Systems

EA 2.0

52

The use of EA by non-IT and IT in normal processes

Embedded Architecture

Captured


StructuredIT

Business

Existing Enterprise

EA Addition

Align Those Doing Business Design

Align Those Doing IT Design

EA 3.0

Coherency Management- Architecting the Enterprise for

Alignment, Agility, and Assurance

Doucet, Gøtze, Saha, Bernard (forthcoming)

www.coherencymanagement.org

















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EA

DesignLeadership & facilitation

AssessmentAny investment or Whole enterprise

Operational Enterprise

DESIGNERS-DESCRIBERS

PlannersPolicy WritersOperations:

HR, FM, TM, IM

DECIDERS

OwnersExecutivesManagers

Staff

Enterprise DescriptionDesigns (Business & Tech)Plans (Project, Annual…)Reports, Org Charts, Job

Descriptions, Précis, Process Maps

etc

Improve Designs &

Descriptions

Continuous Coherency Improvement

ImproveFunctioning Enterprise

ResourcesPeople, Money, Information,

Technology, Property, Assets…

•Structures•Patterns•Frameworks•DesignsENTERPRISE

ARCHITECTURE

ASSESSMENTAny Investment or Whole Enterprise

DESIGNLeadership/Facilitation

Observers – Stakeholders – Partners

ADVICENew Rules

Methods, ModelsDesigns

ADVICE Gaps / OverlapsFrom Strategy to Operations

Coherent View

The three aspects of coherency

Coherent Rules for Descriptions Coherent Descriptions Coherent Enterprise

Coherent EnterpriseCoherent Enterprise When the enterprise experiences coherent operation and

execution. Alignment is very mature because the rules allow

descriptions to be compared for alignment and adjusted accordingly.

Agility is achieved because the designs are coherent, which includes a developed understanding and practice of loose coupling by design instead of tight coupling by accident.

Assurance is gained through an ability to not only have all the information but also, through coherency, have the information provide real knowledge.

Contact

John Gøtze

http://gotze.eu

[email protected]

Documents

Gotze_FutureOfEA