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John Gøtze, International President, Association of Enterprise Architects aEAassociation.org

John Gøtze , International President, Association of …archive.opengroup.org/public/member/proceedings/q309/q309a/... · Doucet, Gøtze, Saha, Bernard (2009) Aligning Business and

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John Gøtze, International President, Association of Enterprise Architects

aEAassociation.org

Get your ducks in a row!Aligning ducks

Tom Kearney, in Doucet et al (2009)

International Enterprise Architecture Institute,

2009

CoherencyManagement.org

Doucet, Gøtze, Saha, Bernard (2009)

“Alignment, agility and assurance

are not achieved through building

and running systems …

they are engineering derived

characteristics …

Enterprise engineering derived

characteristics.”

John Zachman (in Doucet et al)

= 0

”Remember Your Vector Math!”

Alignment = “the ability of the organization to operate as ONE by working

towards a common shared vision supported by a well orchestrated set of

strategies and actions”. (Doucet et al, 2009)

Agility = “the ability of the

organization to respond to and

manage change”. (Doucet et

al, 2009)

Assurance = “the ability of the

organization to establish and

institutionalize (internalize)

practices that ensure fulfillment

of organizational goals and

achievement of outcomes”

�Coherent Rules for Descriptions

�Coherent Descriptions

�Coherent Enterprise

� A common language for the enterprise

� The 'Just Enough Rules' principle

� Rules can be constricting, so every effort

must be made to ensure that each rule is

really needed, not for the sake of coherency,

but because the added coherency must deliver some value to the enterprise.

� Coherent descriptions as enablers

� Aligning Vision, Strategy, and

Design

15

� 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 of 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.

17

�Everything Aligned

�Enabled Agility

�Embedded Assurance

� Enterprise Architecture is the

inherent design and management

approach essential for organizational

coherence leading to alignment,

agility and assurance.

Doucet, Gøtze, Saha, Bernard (2009)

� Aligning Business and IT

� Driving Business Transformation

� For Designing and Managing the Enterprise

Hungerford

Media Liaison Minister’s Office

Senior Engineer

PRSenior ExecutiveMgmt Team

Finance Custom SrvHR Info Systems Policy MarketingCall Centre

Business Analyst(s)

Technical Analyst(s)

Developer(s)

Tester(s)

Tester(s)

DBA(s)

Project Mgmt Pool

Project A: UpgradeGeneral Ledger

Project B: Refresh Technology

Project Sponsor

Project Sponsor

Project C: On-line Marketing Strategy

Project Sponsor

Finance mgr HR mgr CS mgr IS mgr Policy mgr Mkt mgrCC mgr

Turner, Gøtze, Bernus

Architecting the Firm – Coherency

and Consistency in Managing the

Enterprise. Paper submitted to IFAC-

IFIP EI2N'2009

Project sponsor Chief architect

Architects

Technical Analysts(s)

Developer(s)

DBA Team

BoardExecutive director Executive director Executive director Executive director

CFO

Finance

VP Mine Ops

Mine operations

CEO

CIO

IT Department

HR director

HR

VP-Ports

Ports

COO

Infrastructure

Marketing dir

Marketing

Project sponsor

Project manager

Business analyst

Program B Global WebStrategy Rollout

Admin

Project manager

Business analyst

Program A ConsolidateOperational Systems

Admin

Senior Executive Management Team

Project manager

Business analyst

Program A ConsolidateOperational Systems

Admin

Work Team PMOProject

ManagerSMEs

BusinessAnalyst(s)

Testers DevelopersSolution

ArchitectsProgram of

Work AWork Team PMO

ProjectManager

SMEsBusiness

Analyst(s)Testers Developers

SolutionArchitects

Program ofWork A

Work Team PMOProject

ManagerSMEs

BusinessAnalyst(s)

Testers DevelopersSolution

ArchitectsProgram of

Work A

PrincipalArchitect

Global VPFinance

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPHR

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPSales & Mkt

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPICT

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPRetail

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPCommercial

CountryManager(s)

RegionalOperation(s)

PrincipalArchitect

Global VPInsurance

CountryManager(s)

RegionalOperation(s)

Program and Portfolio Management ApproachB: Global ERP

Implementation

A: Data Warehouse & Data ConsolidationC: Global Portal & Intranet

Rollout

Bo

ard

BoardSecretariat

Non ExecDirector

ExecutiveDirector

ExecutiveDirector

Secretary ChairmanExecutiveDirector

Non ExecDirector

Head OfficeAdmin

COO CIO CEO CTO CFOExecutive Mgmt Team

TechnicalArchitects

ApplicationArchitects

InformationArchitects

Infrastruct.Architects

NetworkArchitects

Global EA Delivery Team IntegrationArchitects

EnterpriseArchitect(s)

DomainExperts

MetaModels

ReferenceModels

Review/QAProcesses

Global EA Governance Fwk EARepository

Policies &Standards

ProcessArchitects

Work Team PMOProject

ManagerSMEs

BusinessAnalyst(s)

Testers DevelopersSolution

ArchitectsProgram of

Work AWork Team PMO

ProjectManager

SMEsBusiness

Analyst(s)Testers Developers

SolutionArchitects

Program ofWork A

Work Team PMOProject

ManagerSMEs

BusinessAnalyst(s)

Testers DevelopersSolution

ArchitectsProgram of

Work A

Global EATeam

Operational Reporting Layer (daily/weekly/monthly analyses, cubes, marts…)

Program and Portfolio Management Approach

EA Repository Reporting Layer (metamodels, domain models & model views addressing stakeholder concerns)

Corporate Dashboard and Board Reporting

Bo

ard

BoardSecretariat

Non ExecDirector

ExecutiveDirector

ExecutiveDirector

Secretary ChairmanExecutiveDirector

Non ExecDirector

Head OfficeAdmin

COO CIO CEO CTO CFOExecutive Mgmt Team

PrincipalArchitect

Global VPFinance

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPHR

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPSales & Mkt

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPICT

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPRetail

CountryManager(s)

RegionalOperation(s)

Principal

Architect

Global VPCommercial

CountryManager(s)

RegionalOperation(s)

PrincipalArchitect

Global VPInsurance

CountryManager(s)

RegionalOperation(s)

EnterpriseArchitect(s)

DomainExperts

MetaModels

ReferenceModels

Review/QAProcesses

Global EA Governance FwkEA

RepositoryPolicies &Standards

TechnicalArchitects

ApplicationArchitects

InformationArchitects

Infrastruct.Architects

NetworkArchitects

Global EA Delivery TeamIntegrationArchitects

ProcessArchitects

Bernard &

Grasso

Bernard &

Grasso

Does the EA Community of Practice believe: � That most of the EA already exists (implicit and

explicitly)?� That unstructured or malformed EA is still EA?� That Implicit Architects write most of the EA and

need to be supported in the creation of their process artefacts?

� That business architecture can be done as part of foundation EA?

� That EA still provides a valuable design and design facilitation service within the context of Coherency Management?

Designers &

Describers

Planners

Policy Writers

Operations:HR, FM, TM, IM

Decision

Makers

OwnersExecutives

Managers

Staff

Continuous Coherency Management Office

Coherency Assessment Service

Coherency

Management

Enablers

� Communications� Marketing

� Policy

� Tools & Systems� Training

� Governance � Measurement

Observers – Stakeholders – Partners

Assessment

Triage by

Key Focus Area

ADVICE

Rules, Methods, Models, Designs

ADVICEDecision SupportGaps & Overlaps

Variance Management

RiskValuation

Improve Designs

& Descriptions

Improve the Enterprise

Designs

Coherency

Planning

Key

Focus

Areas

Design Leadership/Facilitation Service

Enterprise

Architecture

(as Core Enabler)

� Structures� Patterns

� Models

� Frameworks� Methods

� Expert Services� Designs

Resources: People, Money, Information, Technology, Property, Assets…

Operating Enterprise

Coherent View

EA Tool

Priorities

Continuous

Improvement

AssessmentManagement

Service

DesignsAssessments

Enterprise Design & Descriptions

Designs (Business & Tech)

Plans (Project, Annual…)

Reports, Org Charts, Job

Descriptions, Précis,

Process Maps, etc

Practice

Priorities

Generic

Coherency

Management

Operation

Framework

Generic

CoMOF v1.0

Doucet et al (2009)

Absent

Introduced

Encouraged

Instituted

Optimized

InnovatingDoucet, Gøtze,

Saha, Bernard

� IFAC-IFIP EI2N 2009

4th International Workshop on Enterprise Integration, Interoperability and Networking

November 3rd-4th, Vilamoura, Portugal

� IFIP WG 5.12 Workshop, 14-16 December,

Bled, Slovenia.

� ICEIMT'2010. International Conference on Enterprise Integration and Modeling

Technology. Probably Copenhagen

(Summer)